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•  THE 
PRIVATE  SECRETARY 


HIS  DUTIES  AND 
OPPORTUNITIES 


BY 

EDWARD  JONES  KILDUFF,  M.A. 

INSTRUCTOR  IN  BUSINESS  ENGLISH, 

NEW  YORK  UNIVERSITY 
SCHOOL  or   COMMERCE,  ACCOUNTS,  AND  FINANCE 


NEW  YORK 

THE  CENTURY  CO. 

1916 


If 


Copyright,  1916,  by 
THE  CENTURY  Co. 

Published,  September,  ma 


PREFACE 

This  book  is  the  outgrowth  of  a  series  of  lectures 
on  private  secretarial  duties  delivered  by  the  author 
at  New  York  University,  School  of  Commerce,  Ac- 
counts and  Finance.  The  lectures  were  given  to 
meet  a  demand  from  private  secretaries  and  from 
prospective  private  secretaries,  who  desired  to  learn 
just  what  the  duties  of  the  private  secretary  were, 
how  best  to  perform  these  duties,  and  also  how  to 
fit  themselves  fully  for  the  position. 

The  purpose  of  this  book,  then,  is  to  give  to  those 
persons  who  are  seeking  to  prepare  themselves  to 
become  private  secretaries  or  assistants  to  employ- 
ers in  the  business  or  professional  field  the  informa- 
tion that  they  will  need  to  have  about  their  specific 
duties.  In  addition  it  seeks  to  aid  prospective  pri- 
vate secretaries  by  pointing  out  briefly  the  general 
knowledge  and  qualities  that  they  should  possess. 

To  Edward  P.  Currier,  Secretary  to  Frank  A. 
Vanderlip  (the  President  of  the  National  City 
Bank) ;  to  William  B.  Tyler,  Financial  Secretary 
to  Cornelius  Vanderbilt  of  New  York  City ;  and  es- 
pecially to  John  Burke,  Secretary  to  Michael  Fried- 
sam  (President  of  B.  Altman  Company  of  New 


34270 


PREFACE 

York),  the  author  acknowledges  a  debt  for  infor- 
mation given. 

The  illustrations  used  in  the  chapter  on  filing  are 
shown  through  the  courtesy  of  the  Library  Bureau. 

Professor  George  Burton  Hotchkiss,  head  of  the 
Business  English  Department  of  New  York  Uni- 
versity, School  of  Commerce,  Accounts  and  Fi- 
nance has  contributed  much  to  the  making  of  this 
book  by  his  advice  and  criticism. 

EDWARD  J.  KILDUFF. 

New  York  University, 
June  1,  1916. 


CONTENTS 

CHAPTEB  «  PAGE 

INTRODUCTION  TO  PRIVATE  SECRETARIAL  WORK  .     .       1 

I    LEARNING?  THE  POSITION 21 

II    MANAGING  CALLERS       .     .     .     .     .     .     .35 

III  HANDLING  CORRESPONDENCE 60 

IV  POINTS  ON  LETTER  WRITING 87 

V    THE  MECHANICAL  MAKE-UP  OF  THE  LETTER  111 

VI  FILING  '..... 144 

VII  OUTLINES  AND  REPORTS 174 

VIII  TELEPHONING,  TELEGRAPHING,  AND  CABLING  188 

IX  SOURCES  OP  INFORMATION  ......  208 

X  EDITING,  PRINTING,  AND  PROOF  READING      .  220 

XI  APPOINTMENTS,  DIARIES,  AND  ACCOUNTS       .  244 

XII  ETHfbs  AND  AMENITIES 265 

XIII    SYSTEMATIZING  THE  OFFICE      .     .     .     .     .  277 
^ 

APPENDIX 293 

INDEX  .  319 


INTRODUCTION  TO  PRIVATE 
SECRETARIAL  WORK 

Various  classes  of  secretaries 

The  word  secretary  has  its  origin  in  common  with 
the  word  secret,  for  both  are  derived  from  the  Latin 
secretus  which  means  private,  secret,  pertaining  to 
private  or  secret  matters.  Hence  came  the  defini- 
tion of  secretary  as  one  who  is  intrusted  with  pri- 
vate or  secret  matters;  a  confidential  officer  or  at- 
tendant; a  confidant.  A  secondary  definition  of 
the  word  secretary  is  the  following:  a  person  who 
conducts  correspondence,  takes  minutes,  and  so 
forth,  for  another  or  others;  as  for  an  individual, 
a  corporation,  a  society,  or  a  committee;  and  who 
is  charged  with  the  general  conduct  of  the  business 
arising  out  of  or  requiring  such  correspondence, 
the  making  of  such  records,  and  so  forth. 

The  definitions  of  secretary  given  above  are 
general  and  are  intended  to  cover  all  classes  of 
secretaries.  More  exact  definitions  are  needed, 
however,  for  secretaries  are  usually  of  a  specific 
kind.  It  may  be  said  that  there  are  five  main  classi- 
fications of  those  who  .besir  t'he  ti£)er6f  secretary: 

i 


2  THE  PRIVATE  SECRETARY 

(1)  the  political  public-office  holding  secretary; 

(2)  the  secretary  of  the  public  or  semi-public  or- 
ganization; (3)  the  corporation  secretary  and  the 
"  company  secretary  " ;  (4)  the  social  secretary ;  and 
(5)  the  private  secretary. 

The  political  public-office  holding  secretary  is 
one  who  has  been  appointed  or  elected  to  a  political 
office  where  he  performs  the  duties  that  go  with  the 
office.  The  Secretary  of  the  Navy  in  the  United 
States,  for  example,  has  charge  of  naval  affairs  and 
acts  as  adviser  to  'the  President  on  such  matters. 
As  a  secretary  of  this  type  has  more  or  less  full 
executive  powers  in  his  particular  field,  he  can  be 
called  a  true  executive. 

The  second  classification  of  secretaries  includes 
those  who  are  secretaries  to  educational  institu- 
tions, charitable  organizations,  chambers  of  com- 
merce, merchants'  associations,  and  so  on.  Such 
secretaries,  so-called,  possess  a  specialized  knowl- 
edge of  their  particular  fields  and  are  usually  in 
direct  charge  of  the  workings  of  their  organizations. 
Although  these  secretaries  are  under  the  nominal 
supervision  of  the  executive  committee  or  the  execu- 
tive head,  yet  they  themselves  are  real  executives. 

In  the  third  classification  of  those  who  bear  the 
title  of  secretary  are  those  called  corporation  sec- 
retaries and  "  company  secretaries."  The  secretary 
to  a  corporatioii  in  the.  United  'States  is  usually  one 


INTRODUCTION  3 

of  the  elected  or  appointed  officers  of  the  organiza- 
tion. He  is  commonly  secretary  in  name  only,  as 
subordinates  usually  perform  whatever  duties  of 
secretarial  nature  are  attached  to  the  office.  Some 
of  these  duties  are:  the  keeping  of  minutes,  the 
notification  of  stockholders  of  meetings,  the  care 
of  the  various  documents,  and  so  forth.  In  Eng- 
land there  is  a  special  type  of  secretary  known  spe- 
cifically by  the  name  of  "  Company  Secretary." 
Ordinarily  such  a  "  Company  Secretary  "  has  re- 
ceived training  in  performing  the  duties  which  de- 
volve upon  the  secretary  of  a  company  or  corpora- 
tion, and  is  hired  for  the  purpose  of  attending  to 
those  duties.  Seldom  or  never  in  England  is  the 
position  of  the  "  Company  Secretary  "  nominal,  as 
it  so  often  is  in  the  United  States. 

Social  secretaries  are  included  in  the  fourth 
classification.  A  social  secretary  is  one  who  per- 
forms for  an  individual  certain  duties  connected 
with  that  individual's  social  intercourse.  Some  of 
the  duties  of  such  a  secretary  are  the  handling  of 
social  correspondence,  the  planning  of  entertain- 
ments, the  keeping  of  household  accounts,  the  act- 
ing as  adviser,  confidant,  and  living  Who  's  Who. 

A  line  cannot  be  sharply  drawn  in  definitions  be- 
tween the  social  secretary  and  the  private  secretary, 
for  these  terms  are  often  applied  to  the  same  per- 
son and  the  duties  of  each  are  in  many  cases  iden- 


4  THE  PRIVATE  SECRETARY 

tical.  However,  as  it  is  not  the  purpose  of  this 
book  to  deal  with  the  duties  of  the  social  secretary 
insofar  as  social  duties  are  concerned,  the  so- 
cial secretary  will  be  considered  as  a  special 
type  not  included  under  the  title  of  private  sec- 
retary. 

The  private  secretary  defined 

In  all  probability  the  private  secretary  of  the 
fifth  classification  was  the  forerunner  in  the  mat- 
ter of  time  of  the  other  four  types  of  secretaries 
mentioned  above.  The  Roman  Emperor  Aurelian 
(272-275)  had  his  secretaries.  In  some  cases  these 
men  were  not  true  private  secretaries,  but  were  more 
like  the  present-day  stenographers.  In  the  major- 
ity of  instances,  however,  they  were  more  than  mere 
clerks,  for  they  were  in  charge  of  the  correspondence 
of  the  Emperor  and  also  performed  other  duties  that 
the  modern  private  secretary  performs.  The  writ- 
ing of  letters  was,  nevertheless,  the  chief  function 
of  these  secretaries. 

Within  the  confines  of  this  book  the  private  secre- 
tary (sometimes  called  the  "assistant,"  as,  "the 
Assistant  to  the  President")  will  be  considered  as 
one  who  performs  for  an  individual  certain  duties 
connected  with  that  individual's  personal,  business, 
or  professional  affairs.  These  duties  will  vary  ac- 
cording to  the  personal,  business,  or  professional 


INTRODUCTION  7 

There  is  a  constantly  increasing  demand  from 
business  men  for  private  secretaries.  Not  many 
years  ago  the  business  man  or,  for  that  matter,  any 
man  in  the  United  States  who  had  a  private  secre- 
tary, was  a  rarity.  Private  secretaries  were 
thought  to  be  all  right  for  England  and  the  Con- 
tinent, but  it  was  not  considered  in  accord  with 
our  democratic  tendencies  to  have  one  man  sub- 
merge his  individuality  to  one  better  off  finan- 
cially. The  duties  of  society  in  the  United  States 
did  not  demand  the  private  secretary.  Business 
was  not  yet  complex  enough  to  force  many  business 
men  to  have  some  one  act  as  their  other  self.  As 
time  went  on  business  became  more  complex  and 
intensive.  The  demands  on  the  big  executive  be- 
came so  great  that  he  had  to  find  more  time.  This 
is  just  the  want  that  the  private  secretary  meets, 
for  he  takes  so  many  details  from  the  shoulders  of 
the  employer  that  the  latter  can  devote  more  time 
to  his  important  executive  work. 

Opportunities  for  stenographers 

Many  private  secretaries  to  big  men  have  begun 
their  careers  as  stenographers.  Gradually  they 
have  taken  upon  themselves  various  little  respon- 
sibilities ;  gradually  they  have  acquired  a  knowledge 
of  the  workings  of  the  office  and  of  the  wishes  of 
their  chiefs.  Then  slowly  they  themselves  have 


8  THE  PRIVATE  SECRETARY 

come  to  realize  that  they  are  no  longer  mere  stenog- 
raphers who  take  dictation  and  transcribe  it  on 
the  typewriter.  They  are  private  secretaries,  if 
not  in  name,  then  certainly  in  fact. 

Stenography  is  a  fertile  field  for  the  man  who  is 
ambitious,  for  this  kind  of  work  leads  to  great  suc- 
cesses by  a  comparatively  short  road.  Nearly 
every  department  in  a  modern  business  corpora- 
tion, nearly  every  important  man,  has  stenogra- 
phers. In  his  daily  work,  therefore,  the  competent 
stenographer  has  the  privilege  of  sitting  at  the 
elbow  of  educated  and  highly  trained  men  who  are 
holding  responsible  positions.  This  is  a  liberal 
education  in  itself,  for  by  coming  in  daily  contact 
with  the  forceful  personalities  of  these  men  and  by 
gradually  absorbing  from  them  the  keen  knowledge 
of  business^  the  stenographer  has  a  wonderful  op- 
portunity for  bettering  himself.  The  details  of  the 
work  and  methods  of  these  important  men  daily 
pass  through  the  brain  and  fingers  of  the  stenog- 
rapher in  every  letter  that  goes  out  from  the  office. 
Day  by  day  the  wide-awake  stenographer  is  brought 
into  closer  touch  with  the  business  of  his  employer. 
He  cannot  but  take  in  many  valuable  bits  of  in- 
formation concerning  his  employer's  business,  his 
customs,  policies,  and  transactions.  Moreover,  a 
great  stimulus  is  at  hand  for  the  stenographer. 
This  stimulus  comes  from  the  constant  and  personal 


INTRODUCTION  9 

contact  with  the  trained  mind  and  strong  intellect 
of  his  employer. 

The  direct  line  of  advancement  for  the  stenog- 
rapher leads  into  the  position  of  private  secretary. 
This  fact  the  stenographer  ought  to  realize.  After 
he  has  seen,  then,  that  the  next  and  logical  step  in 
his  career  is  to  become  a  private  secretary,  he  should 
set  about  preparing  himself  for  the  place.  He 
should  be  continually  alive  to  his  opportunities. 
He  should  be  wide-awake.  No  matter  if  the  one 
from  whom  the  stenographer  takes  dictation  is  an 
unimportant  officer  in  the  company  or  is  an  un- 
important man,  yet,  by  making  a  good  private 
secretary  for  him,  the  stenographer  will  make  him- 
self a  good  private  secretary  foij  the  bigger  man, 
who  must  in  time  notice  the  stenographer's  com- 
petency in  the  smaller  position.  Good/work,  com- 
petency, and  efficiency  can  never  be  hiclflen  for  long 
either  in  business  or  in  any  other  place,  because 
business  men  are  constantly  searching  for  just  these 
qualities.  Moreover,  since  the  stenographer  is  so 
close  to  the  one  in  charge  of  important  affairs,  he 
has  many  opportunities  to  display  those  qualities 
which  lead  to  promotion  and  /advancement. 

The  opportunities  of  the  private  secretary 

At  the  present  time  the  need  of  and  the  demand 
for  secretaries  to  business  men  are  continually 


10  THE  PRIVATE  SECRETARY 

growing.  It  is  in  the  business  field  that  the  private 
secretary  of  the  near  future  will  find  his  greatest 
opportunities  for  work  and  advancement.  Many 
instances  could  be  given  which  show  that  the  able 
private  secretary  does  not  remain  a  private  secre- 
tary for  all  time,  but  that  he  has  unusual  opportuni- 
ties to  advance  into  an  executive^  position.  For 
such  a  position  he  is  well  trained  by  experience  be- 
cause the  nature  of  his  employment  as  private  sec- 
retary usually  makes  him  the  logical  substitute 
when  the  executive  cannot  act  personally. 

The  career  of  George  Bruce  Cortelyou,  president 
of  the  Consolidated  Gas  Company  of  New  York,  is 
directly  to  the  point.  In  November,  1895,  he  was 
appointed  stenographer  to  the  President  of  the 
United  States.  In  May,  1900,  he  became  the 
private  secretary  to  President  McKinley.  Until 
1903  he  served  President  Roosevelt  in  the  same  ca- 
pacity. At  that  time,  he  was  appointed  Secretary 
of  Commerce  and  Labor.  In  March,  1905,  he  was 
made  Postmaster-General,  and  on  March  4,  1907, 
he  became  Secretary  of  the  Treasury. 

Secretary  of  War,  Newton  D.  Baker,  in  the  Cab- 
inet of  President  Wilson,  had  already  had  cabinet 
experience,  for  he  had  acted  as  private  secretary 
to  Postmaster-General  Wilson  in  1896. 

The  private  secretary  has  a  great  advantage  from 
being  in  proximity  to  those  at  the  top,  for  he  may 


INTRODUCTION  11 

learn  a  business  thoroughly  and  directly  without 
the  delays  and  rebuffs  that  are  unavoidable  when 
one  begins  at  the  bottom.  He  is  personally  trained 
in  the  large  problems  of  the  business  by  the  head  of 
the  business  himself.  Since  he  gains  not  only  a 
basic,  but  alsp  a  specific  knowledge  of  his  employ- 
er's busines^,  it  is  reasonable  and  likely  that  he 
should  be  placed  in  a  good  executive  position  when 
a  man  is  demanded  who  is  familiar  with  the  in- 
tricacies of  the  business.  The  private  secretary 
has  the  opportunity  of  impressing  his  employer  with 
his  good  personal  qualities  —  qualities  which  will 
make  the  employer  value  and  esteem  him. 

The  private  secretary  has  also  the  opportunity 
of  meeting  the  important  persons  who  come  to  see 
his  employer.  Upon  these  he  has  the  chance  of 
making  a  favorable  impression  which  will  be  of 
great  advantage  to  him  in  the  future.  Moreover, 
the  private  secretary  comes  into  such  frequent  and 
intimate  contact  with  these  callers  that  he  is  soon 
upon  a  friendly  and  personal  footing  with  them. 
Hence  the  private  secretary  has  the  opportunity 
of  making  business  friends  and  acquaintances  of 
the  highest  type  and  of  the  most  valuable  kind  f 
—  an  opportunity  which  is  not  offered  to  the  aver- 
age man.  Such  acquaintances  are  of  special  help 
if  the  private  secretary  ever  secures  an  executive 
position.  Because  of  his  friendship  with  men  of 


12  THE  PRIVATE  SECRETARY 

such  a  high  type  and  because  of  their  knowledge 
of  his  personality,  character,  and  business  worth, 
the  private  secretary  is  of  great  value  to  the  firm 
which  employs  him  for  the  executive  position. 

Knowledge  that  the  private  secretary  should  have 

Although  it  is  the  duty  of  the  private  secretary 
to  carry  details  and  to  see  that  they  are  properly 
presented  when  broad  questions  of  policy  are  to 
be  determined,  nevertheless  he  is  very  often  called 
upon  to  advise  with  his  executive  in  large  questions 
of  policy.  •  Since  this  is  so,  the  private  secretary, 
besides  having  a  knowledge  of  the  duties  of  a  private 
secretary,  should  have  a  sound,  broad  knowledge  of 
business  in  general  and  a  specific  knowledge  of 
the  particular  business  of  the  employer.  With  such 
knowledge  he  will  be  able  to  make  his  own  decisions 
and  will  also  be  able  to  advise  and  help  his  em- 
ployer. Accordingly ,  it  is  well  that  the  private  sec- 
retary should  prepare  himself  as  much  as  possible 
in  the  business  of  his  employer.  His  line  of  ad- 
vancement lies  in  the  developing  of  his  knowledge 
of  the  business  of  his  employer. 

A  good  education  is  an  essential  element.  The 
employer  and  the  persons  met  by  the  secretary  in 
the  performance  of  his  duties  are  usually  of  such  a 
class  that  any  weakness  in  the  education  of  the 
secretary  is  quickly  perceived  —  to  his  disad- 


INTRODUCTION  13 

vantage.  Those,  therefore,  who  have  had  the  ad- 
vantages of  the  higher  forms  of  education  usually 
make  the  best  secretaries.  A  college  training  ( the 
academic  type  will  be  found  to  be  the  most  valu- 
able) of  some  nature  is  desirable,  for  it  will  provide 
a  general  knowledge  and  also  some  culture.  If 
the  secretary  has  not  received  a  college  training,  he 
should  work  to  secure  its  equivalent  by  wide  read- 
ing, personal  study,  and  observation.  The  high- 
grade  positions  positively  demand  that  the  secre- 
tary shall  have7  refinement  and  culture!7  To  this 
training  should  be  added  a  training  in  the  specific 
work  of  the  employer.  An  example  of  the  type  of 
education  that  will  give  a  man  the  basic  knowledge 
of  so  much  value  in  the  high-grade  secretarial  posi- 
tions follows: 

English^ 
Economics 

History  (Ancient,  European,  and  American) 
Philosophy 
Psychology 
Mathematics 
Geography 

Two   foreign  languages    (French  and 
usually). 

As  soon  as  the  secretary  has  secured  his  first  posi- 
tion with  a  business  or  professional  man,  or  has 


14  THE  PRIVATE  SECRETARY 

changed  his  position  from  an  employer  in  one 
branch  of  business  to  an  employer  in  a  different 
branch,  he  should  begin  to  study  and  specialize 
on  the  subjects  in  direct  relation  to  the  business  of 
that  employer.  Several  examples  of  such  groups 
of  subjects  are  given  below : 

Secretary   to   a   banker  Secretary  to  head  of  a  manu- 

facturing industry 

Banking   (in  general)  Factory  Management 

Foreign  Exchange  Efficiency   Engineering 

Investment  and  Speculation         Welfare  Work 
Finance  Business  Law 

Financial  History  Accounting 

Accounting  Finance 

Business  Law  Selling 

Real  Estate  Advertising 

Money  and  Credit 

Secretary  to  a  life  insurance  official 

Statistics  Money  and  Credit 

Security  Investments  Accounting 

Principles  of  Insurance  Finance 

Business  Law  Banking 

Stenography  and  typewriting 

A  knowledge  of  stenography  and  typewriting,  it 
must  be  admitted,  is  not  an  essential  requirement 
for  the  private  secretary  in  the  higher  type  of  posi- 
tion. Few  letters,  if  any,  will  be  dictated  word  for 
word  by  the  chief  to  the  secretary,  because  the 
office  stenographers  will  usually  take  such  dicta- 
tion. In  the  few  cases,  say  of  letters  on  very  con- 
fidential or  delicate  matters,  the  private  secretary 
might  be  asked  to  take  down  personally  the  chiefs 
ideas.  By  using  an  abbreviated  form  of  long  hand 


INTRODUCTION  15 

or  by  taking  careful  notes  in  long  hand,  the  sec- 
retary can  secure  a  nearly  verbatim  record.  De- 
spite the  fact  that  a  knowledge  of  stenography  is 
not  a  prime  requisite  for  the  private  secretary,  such 
a  knowledge  is  an  asset.  In  many  instances  it  will 
be  of  aid  to  the  chief  to  have  a  word  for  word  record 
/  of  certain  talks  at  a  meeting,  of  a  conversation  over 
^  -  the  telephone,  and  so  forth.  Moreover,  a  knowledge 
of  stenography  will  aid  the  secretary  himself,  for 
stenography  is  a  time  saver  and  allows  its  user  to 
make  note  of  details  in  accurate  form. 

In  the  better  positions,  typists  do  the  typing  for 
the  chief  and  also  for  the  secretary.  On  certain 
occasions,  however,  a  knowledge  of  typing  will  come 
in  handy  for  the  secretary.  Certain  confidential 
notes  and  short  reports  may  have  to  be  written.  It 
may  be  considered  safer  by  the  secretary  not  to  in- 
trust the  writing  of  such  matters  to  any  one  but 
himself.  To  be  sure,  these  matters  can  be  written 
out  in  long  hand,  but  a  knowledge  of  typewriting  is 
an  asset  that  will  frequently  prove  its  worth.  As 
a  matter  of  fact,  most  secretaries  have  a  knowledge 
of  both  stenography  and  typewriting. 

The  successful  private  secretary 

There  are  too  many  ordinary  private  secretaries. 
Capable  secretaries,  however,  are  difficult  to  find. 
Unless  a  man  intends  to  be  a  first-class  secretary. 


16  THE  PRIVATE  SECRETARY 

he  should  not  go  into  the  secretarial  work,  for  the 
big  rewards  are  only  for  the  secretaries  who  are 
above  the  average. 

A  secretary  who  has  a  real  intention  of  becom- 
ing a  success  must  pull  himself  up  above  ordinary 
secretaries.  Every  little  point  that  will  aid  him  in 
helping  his  employer  should  be  seized  upon  and 
put  to  work.  These  little  efforts  bring  remark- 
able results  and  do  much  toward  making  the  secre- 
tary efficient  and  successful.  Nearly  every  one  can 
easily  and  quickly  learn  the  fundamentals  and  the 
big  principles  of  secretarial  work,  but  to  this  knowl- 
edge the  good  secretary  ought  to  add  those  little 
refinements  which  will  make  his  work  better. 

The  real  peril  of  the  private  secretary  is  that  he 
is  too  often  content  to  be  of  the  average  rather 
than  of  the  best.  It  is  not  enough  that  he  should 
be  the  same  to-day  as  he  was  yesterday.  It  is  not 
enough  to  be  automatic  —  to  be  down  at  the  office 
exactly  at  nine  o'clock  and  to  leave  exactly  at 
twelve;  to  be  back  promptly  at  one  and  to  leave 
again  at  five  o'clock.  It  is  not  enough  that  he 
should  say,  "  I  do  everything  I  am  told  to  do  - 
what  more  can  I  do?  "  It  is  the  little  extra  service 
rendered  in  business  that  tells  with  the  employer. 
He  will  soon  realize  whether  you  are  bettering  your 
work  with  him  and  helping  him  more  day  by  day 
or  are  standing  still  in  the  kind  and  amount  of 


INTRODUCTION  17 

service  that  you  are  rendering.  The  difference  be- 
tween the  successful  private  secretary  and  the  un- 
successful one  is  that  the  first  makes  the  position 
greater  than  he  found  it;  and  the  second  keeps  it 
where  he  found  it  and  it  keeps  him  there  or  drops 
him.  The  secretary  must  continually  be  on  the 
search  for  ways  and  methods  of  aiding  his  em- 
ployer; for  the  more  he  can  help  the  employer,  the 
more  valuable  he  makes  himself  to  the  employer. 


THE 
PRIVATE  SECRETARY 

HIS  DUTIES  AND 
OPPORTUNITIES 


THE 
PRIVATE  SECRETARY 

HIS  DUTIES  AND 
OPPORTUNITIES 


CHAPTER  I 


LEARNING  THE  POSITION 


"  THEN,  I  '11  see  you  on'  the  train  about  five 
o'clock."  With  these  words  John  Forbes,  presi- 
dent of  the  Forbes  Steel  Company,  hung  up  the 
telephone  receiver. 

After  a  moment's  thought,  he  pressed  a  button 
at  the  side  of  his  desk.  Then  he  sank  back  in  his 
chair  and  musingly  stroked  his  chin.  He  was 
wondering  whether  Frank  Campbell,  the  new 
private  secretary  he  had  engaged  a  few  days  be- 
fore, could  manage  the  many  business  matters  that 
would  come  up  during  his  absence  from  the  city. 

He  had  pondered  this  question  for  only  a  few 
seconds  when  Campbell  himself,  a  smooth-shaven, 

alert -looking  man,  stepped  into  the  private  office. 

21 


22  THE  PRIVATE  SECRETARY 

"  Take  a  chair,  Campbell/'  said  Forbes.  And 
he  motioned  Campbell  to  the  chair  beside  his  desk. 

"  I  am  leaving  to-night  for  Pittsburgh  for  my 
monthly  meeting  with  the  superintendents  of  the 
mills,"  the  president  continued.  "  I  shall  be  gone 
about  five  days.  Do  you  think  you  've  got  the  hang 
of  the  office  so  that  you  can  manage  things  until  I 
come  back?  " 

"  I  feel  sure  that  I  can,"  answered  Campbell  in 
such  a  reassuring  tone  that  Mr.  Forbes  was  in- 
wardly satisfied  that  he  could. 

"  You  have  n't  been  here  very  long,  but  I  've  no- 
ticed that  you  are  taking  hold  of  affairs  very  rap- 
idly," said  Mr.  Forbes,  and  then  added :  "  If  any- 
thing urgent  does  come  up,  you  can  get  me  at  the 
Fort  Pitt  Hotel  where  I  shall  stay. 

"  If  Mr.  Lambert  should  come  in  to  see  me  about 
the  finance  committee's  report,"  continued  Mr. 
Forbes,  "you  might  find  out  his  opinion  on  the 
recommendation, for  the  new  bonus  system."  And 
for  the  next  five  minutes  he  gave  Campbell  in- 
structions about  a  number  of  different  matters, 
while  Campbell  jotted  down  the  main  facts.  "  I 
think  that  will  help  you,"  concluded  Mr.  Forbes. 

"  Shall  I  look  after  train  accommodations  and 
the  other  matters?  "  asked  the  private  secretary. 

"  Yes,  if  you  will,"  answered  Mr.  Forbes.  "  I 
want  to  go  on  the  five  o'clock  train." 


LEAKNING  THE  POSITION  23 

After  the  secretary  had  left  the  private  office  for 
the  outside  office,  Mr.  Forbes  listened  intently.  He 
heard  Campbell  telephone  to  his  butler  to  pack  his 
suit-case  and  to  have  the  automobile  down  at  the 
office  by  4:30.  He  heard  him  telephone  to  the 
Grand  Central  Station  to  reserve  a  stateroom  on  the 
five  o'clock  train.  He  heard  him  dictate  a  telegram 
for  hotel  accommodations.  With  an  appreciative 
smile  he  thought,  "  He  is  learning  the  position  rap- 
idly. "  Then  he  turned  his  attention  to  the  letters 
on  his  desk. 

The  new  position  must  be  quickly  mastered 

Although  the  secretary  has  had  experience  or 
knows  the  various  things  that  the  secretary  should 
know,  nevertheless  he  is  by  no  means  fully  pre- 
pared to  serve  his  employer.  The  experienced  sec- 
retary knows,  and  the  beginner  will  quickly  real- 
ize, that  there  is  a  vast  amount  of  knowledge  which 
he  must  secure  just  as  soon  as  he  can.  ^  In  other 
words,  he  must  learn  his  job  —  the  particular  job 
of  being  the  private  secretary  to  his  new  employer ; 
he  must  catch  up  with  his  position.^ 

This  large  amount  of  knowledge  that  the  secre- 
tary must  obtain  before  he  can  be  of  much  assistance 
is  divided  into  two  main  divisions :  first,  he  must 
learn  how  his  employer  wants  things  done;  second, 
he  must  secure  answers  to  such  questions  as,  "  What 


24  THE  PKIVATE  SECRETARY 

kind  of  man  is  the  chief?  "  "  What  is  his  life  his- 
tory?" "Who  are  his  personal  friends?  —  his 
business  friends?"  "What  peculiarities  have 
these  friends?"  "What  are  the  hobbies  and  ac- 
tivities of  the  employer?"  ^What  has  happened 
in  the  office  before  I  came?  "  and  so  forth.  These 
are  only  a  few  of  the  questions  to  which  the  secre- 
tary must  find  answers  almost  immediately,  for  it 
is  only  after  he  has  acquired  this  knowledge  that 
he  is  able  to  understand  how  he  is  to  act.  The 
learning  of  the  job,  then,  is  probably  the  most 
arduous  task  that  will  be  performed  by  the  secre- 
tary in  his  whole  career  in  his  position.  During 
the  first  month  or  two  the  secretary  should  make 
every  endeavor  to  master  all  these  facts.  Besides, 
he  will  have  to  carry  on  his  regular  daily  duties  at 
the  same  time. 

Learning  the  employer's  methods 

The  first  step  taken  by  the  new  secretary  is  to 
become  acquainted  with  the  employer's  method  of 
doing  things.  No  two  employers  are  exactly  alike. 
Each  has  his  own  individual  and  peculiar  methods. 
The  secretary  is  there,  not  to  force  his  ways  on  the 
employer,  but  to  find  out  how  the  employer  wants 
everything  done  and  then  to  act  in  that  way.  Al- 
though the  secretary's  ways  may  be  better,  neverthe- 
less it  is  wise  at  first  to  do  things  as  they  have  been 


J 

m  LEARNING  THE  POSITION  25 

done  previously.  Later,  when  the  secretary  will 
have  more  time,  changes  can  be  gradually  brought 
about  and  new  methods  introduced. 

The  secretary  should  bring  with  him,  of  course,  a 
knowledge  of  the  more  or  less  routine  and  mechan- 
ical duties,  such,  for  instance,  as  the  keeping  of  a 
record  of  engagements,  the  filing  of  correspondence, 
and  the  keeping  of  personal  accounts.  But  in  such 
matters  as  the  composing  of  letters  and  the  making 
of  appointments  —  matters  into  which  the  element 
of  the  personal  taste  and  desires  of  the  employer  en- 
ters—  it  is  always  best  to  discover  the  wishes  of 
the  chief.  Even  in  the  case  of  pure  routine,  it 
will  be  found  that  the  chief  will  want  his  own  pe- 
culiar way  followed  out  to  the  letter.  Whatever 
these  desires  may  be,  however  strange  his  peculiar- 
ities are,  they  should  be  found  out  at  once  and  then 
should  be  conformed  with.  Friction  will  thus  be 
avoided. 

The  desires  of  the  chief  can  be  discovered  by  ob- 
servation and  by  tactful  inquiries.  Of  the  two,  the 
first  is  the  better  method,  for  continual  question- 
ing by  the  secretary  as  to  how  the  employer  wants 
things  done  is  exceedingly  wearisome  to  him.  The 
employer  should  be  spared  questions  as  much  as 
possible,  but  the  secretary  should  always  have  the 
courage  to  speak  up  and  ask  directly  for  informa- 
tion without  which  he  cannot  go  ahead  intelligently 


26  THE  PRIVATE  SECRETARY 

with  his  work.  A  candid  confession  of  ignorance 
is  better  than  going  ahead  blindly.  Many  an 
employer  will  tell  the  secretary  just  how  he  is  to 
perform  certain  acts.  But  in  case  no  such  informa- 
tion is  forthcoming,  the  secretary  should  go  ahead 
and  act  as  best  he  can.  If  he  is  wrrong,  the  em- 
ployer will  soon  put  him  on  the  right  road. 

Learning  about  the  employer 

Since  the  secretary  is  going  to  act  for  his  chief 
and  since  he  is  going  to  be  in  close  contact  writh 
him,  he  should  set  about  learning  as  much  as  he 
can  concerning  the  employer.  Not  only  should  he 
learn  as  much  about  the  business  history  of  the 
employer  as  possible,  but  he  should  also  become 
familiar  with  the  chiefs  personal  life  and  char- 
acter. 

In  many  instances  a  short  history  of  the  life  of 
the  chief  can  be  found  in  a  Who  's  Who,  a  social 
register,  or  a  blue  book.  Informatory  works  of 
such  types  will  give  valuable  information  in  the 
form  of  the  main  facts  about  the  employer,  such  as 
the  date  of  birth,  parents,  education,  business  con- 
nections, clubs,  hobbies,  and  so  on.  If  his  name 
does  not  appear  in  these  works,  then  the  main  facts 
must  be  gleaned  by  tactfully  inquiring  from  per- 
sons who  know.  Many  will  be  easily  found  who 
can  give  the  secretary  this  information.  At  all 


LEARNING  THE  POSITION  27 

• 

events,  the  secretary  should  secure  the  essential 
facts  of  the  employer's  life.  These  facts  can  be 
pieced  together  and  woven  into  a  more  or  less  com- 
plete and  up-to-date  history. 

The  business  history  of  the  employer  can  be 
secured  a  little  more  readily  and  easily  than  can  his 
personal  history.  Practically  the  same  method  is 
taken.  If  the  former  secretary  has  kept  a  diary 
or  a  file  of  newspaper  clippings,  a  mine  of  material 
will  be  at  hand  for  the  present  secretary  to  dig  into. 
A  reading  of  the  correspondence  files  and  files  of 
important  papers  will  also  help  to  put  the  secre- 
tary into  close  touch  with  the  past.  Such  investi- 
gation should  be  made  as  early  as  possible,  since  the 
information  that  can  thus  be  secured  will  be  of 
great  aid  in  guiding  the  secretary  in  the  forming 
of  his  decisions  and  in  the  performance  of  his 
duties. 

The  secretary  should  try  to  understand  the  chief. 
He  should  know  his  character  and  the  way  his  mind 
works.  Real  intimacy  with  the  employer  cannot 
be  achieved  until  the  secretary  does  understand 
him.  To  gain  this  information  the  secretary  must 
study  his  employer.  He  should  think  as  nearly  as 
possible  along  the  same  lines  that  the  chief  does. 
He  cannot  decide  a  question  brought  up  unless  he 
knowrs  how  his  chief  wrould  himself  have  decided  it. 
The  secretary  should  get  clearly  in  his  mind  just 


28  THE  PRIVATE  SECRETARY 

what  the  chief  is  trying  to  do  and  then  help  him  do 
it. 

If,  for  example,  the  chief  is  given  to  procrastina- 
tion —  putting  off  the  doing  of  things  that  ought  to 
be  done  —  the  secretary  should  try  to  offset  the 
fault  by  persistently  bringing  the  matter  to  his  at- 
tention until  proper  consideration  of  it  has  been 
secured.  Such  a  course  of  action  necessarily  im- 
plies the  use  of  much  tact  on  the  part  of  the  sec- 
retary. Again,  if  the  employer  has  the  fault  of 
acting  undiplomatically,  it  is  the  duty  of  the  sec- 
retary to  be  on  his  guard  to  prevent  such  happen- 
ings. -If  he  is  unable  to  prevent  them,  he  should 
do  as  much  as  possible  to  smooth  them  over  and 
make  reparation. 

No  matter  how  tactful  has  been  the  persistence 
of  the  secretary  to  get  the  necessary  thing  done  by 
the  employer,  friction  sometimes  occurs.  The  em- 
ployer may  even  go  so  far  as  to  vent  his  spleen  on 
the  secretary.  The  secretary,  however,  should  not 
allow  his  feelings  to  be  hurt  by  any  such  outburst. 
It  may  be  hard  to  bear,  but  it  is  good  training. 
Moreover,  if  the  employer  is  any  kind  of  man,  he 
soon  after  realizes  that  what  the  secretary  did  was 
in  his  interest,  and  regrets  his  angry  remarks. 
Such  personal  services  as  these  are  indeed  the  acts 
of  a  mature  and  experienced  secretary,  for  they 
require  a  delicacy  of  touch  foreign  to  the  beginner. 


LEARNING  THE  POSITION  29 

They  are  founded,  however,  upon  an  understand- 
ing of  the  chief. 


Personal  intimacy  with  the  employer 

Personal  intimacy  with  the  employer  —  one  of 
the  compensations  of  the  secretary's  position  —  is 
given  by  the  employer  if  the  secretary  has  two  char- 
acteristics :  viz.,  trustworthiness,  and  tastes  in  com- 
mon with  those  of  his  chief/  If  a  secretary  has  the 
confidence  of  his  employer,  he  has  a  reward  for  his 
trustworthiness.  This  confidence  is  not,  however, 
the  most  valuable  and  pleasing  reward  which  the 
secretary  can  gain,  for  confidence  in  the  secretary 
does  not  imply  a  personal  intimacy  with  him.  The 
good  secretary  will  try  to  gain  not  only  the  confi- 
dence of  his  employer,  but  also  the  personal  in- 
timacy with  him.  After  these  two  things  have  been 
obtained,  the  secretarial  position  is  indeed  a  pleas- 
ant one. 

This  personal  intimacy  is  usually  gained  through 
tastes  in  common  with  those  of  the  chief.  The  em- 
ployer has  a  hobby  of  some  kind.  It  may  be  that 
he  has  several  hobbies.  The  secretary  should  find 
out  what  the  main  hobby  or  liking  of  the  chief  is 
and  then  should  make  it  his  own.  Suppose,  for  in- 
stance, that  the  employer  is  interested  greatly  in 
the  collection  and  knowledge  of  paintings.  The 
secretary  should  study  that  subject.  The  employer 


30  THE  PRIVATE  SECRETARY 

will  be  pleased  to  discover  a  kindred  liking  and 
knowledge.  Conversations  on  the  subject  will  en- 
sue and  result  in  another  attachment  between  the 
chief  and  the  secretary. 

If  the  employer  is  deeply  interested  in  charitable 
or  philanthropic  work  outside  his  business,  the 
secretary  should  become  versed  in  it.  As  soon  as 
the  employer  finds  that  the  secretary  has  a  well- 
rounded  knowledge  of  his  own  hobby,  his  regard  for 
him  is  likely  to  be  increased.  Moreover,  he  will  ask 
for  opinions  on  certain  related  matters.  He  will 
have  the  secretary  act  as  substitute  for  him  at  com- 
mittee meetings.  His  liking  for  the  secretary  will 
increase. 

The  various  forms  of  recreation  of  the  employer 
should  not  be  overlooked.  If  he  is  forever  telling 
how  he  made  the  fifth  hole  in  three  and  how  he 
overcame  slicing  his  drives,  then  it  is  high  time  for 
the  secretary  to  take  up  golf  or  to  gain  a  general 
knowledge  of  it.  The  employer  will  soon  learn  that 
his  secretary  is  a  golfer  and  the  monotony  of  busi- 
ness work  in  the  office  will  be  frequently  relieved 
by  conversations  on  golf. 

The  work  and  effort  expended  in  the  acquiring  of 
a  fair  knowledge  of  the  hobbies  of  the  chief  is  much, 
but  it  is  a  valuable  knowledge  and  will  broaden 
the  secretary,  make  him  a  bigger  man  for  the  future, 
and  a  better  man  for  the  place.  Not  only  should 


LEAKNING  THE  POSITION  31 

the  secretary  see  that  by  possessing  such  informa- 
tion he  is  of  more  value  to  his  employer  but  also 
should  he  realize  that  he  is  educating  and  bettering 
himself.  y 

Employer's  friends  and  important  callers 

Another  heavy  task  which  the  secretary  should 
immediately  set  about  completing  is  that  of  learn- 
ing about  the  friends  and  acquaintances  of  the 
employer  and  about  the  important  callers  at  the 
office.  The  importance  of  doing  this  work  as  soon 
as  possible  after  the  secretary  has  started  in  on  his 
new  position  is  evident,  for  unless  he  has  that  knowl- 
edge he  will  be  unable  to  accord  the  consideration 
and  special  attentions  that  should  be  accorded. 
The  various  directions  given  in  preceding  para- 
graphs in  regard  to  finding  out  about  the  personal 
and  business  histories  of  the  employer  can  be  made 
use  of  in  acquiring  the  necessary  knowledge. 
Again,  constant  observation  of  how  the  employer 
acts  towards  certain  callers  will  be  of  aid  because 
it  will  serve  as  an  indication  of  how  the  secretary 
should  act.  The  secretary  will  soon  learn,  for  ex- 
ample, which  friend  is  to  have  the  right  of  way  in 
luncheon  engagements,  who  has  the  privilege  of 
walking  unannounced  into  the  private  office,  and  so 
on. 

The  secretary,  moreover,  should  strive  to  get  into 


32  THE  PRIVATE  SECRETARY 

the  good  graces  of  his  employer's  friends.  He 
should  be  able  to  recall  their  names.  He  should 
know  their  peculiarities  and  characteristics.  He 
should  know  their  personal  and  business  relations 
with  the  employer,  their  interests  in  life,  their  hob- 
bies, and  so  on.  He  ought  to  make  it  a  point  to 
learn  these  things  so  that  he  can  converse  pleas- 
antly with  them  on  topics  in  which  they  have  an 
interest.  Such  points  of  information  will  also  aid 
him  in  avoiding  faux  pas  —  social  blunders. 

If  the  employer  has  many  important  men  calling 
on  him,  it  is  wise  to  make  note  of  their  names. 
Later  these  names  can  be  looked  up  in  Who  ?s  Who 
or  in  other  books  that  will  give  the  kind  of  informa- 
tion desired.  Or  inquiries  can  be  instituted  to 
find  out  about  them.  The  names  should  then  be 
remembered  so  that  the  secretary  can  recall  them  at 
once.  As  an  aid  to  remembering  names,  the  sec- 
retary will  find  it  of  help  to  attach  to  the  name  of 
the  caller  some  point  of  distinction  about  him,  as, 
his  clothes,  his  manner,  or  any  other  noticeable  fact 
in  his  physical  appearance.  The  next  time  the 
caller  comes  in,  the  secretary  will  be  able  to  call 
him  by  name.  Such  a  little  act  as  that,  even,  is 
quickly  noticed  and  appreciated  by  the  caller.  It 
shows  that  the  secretary  has  taken  enough  inter- 
est in  him  to  remember  his  name  and  to  greet  him 
by  name  when  he  calls.  The  caller's  vanity  is 


LEARNING  THE  POSITION  33 

tickled  when  he  is  immediately  saluted  by  name  by 
the  secretary.  The  secretary  should  always  strive 
to  remember  names  and  to  use  them. 

Learning  of  past  events 

Of  special  difficulty  to  the  new  secretary  is  the 
learning  of  past  events  concerning  the  office.  In 
many  cases  no  diary  of  past  events  will  be  at  the 
disposal  of  the  new  secretary  to  give  him  all  the 
information  that  he  must  have.  A  careful  read- 
ing of  back  correspondence  files  will  be  of  help. 
Inquiries  made  of  subordinates  or  associated  work- 
ers will  also  be  productive.  By  keeping  his  ears 
open,  the  secretary  will  hear  of  various  bits  of  past 
history  concerning  the  office  and  the  policy  hereto- 
fore pursued.  Most  of  these  bits  will  be  only  cas- 
ually mentioned  in  conversation  and  the  secretary 
must  indeed  be  sharp  and  alert  to  get  them.  The 
secretary  should  bear  in  mind  the  fact  that  the 
more  he  knows  about  the  office,  the  more  valuable 
he  is.  He  will  be  the  last  resource  for  informa- 
tion on  many  a  point.  Time  and  again  will  an 
employer  ask  for  information  about  things  which 
took  place  in  the  office  long  before  the  secretary 
began  his  work  there.  The  secretary,  neverthe- 
less, should  know.  He  must  be  the  chief's  memory 
for  such  things. 

In  conclusion,  then,  let  it  be  stated  again  that 


34  THE  PRIVATE  SECRETARY 

the  secretary  in  going  into  a  new  position  has  a 
vast  amount  of  information  to  acquire.  He  must 
catch  up  with  the  employer  and  the  office  in  knowl- 
edge. The  quicker  he  does  it,  the  better  it  is  for 
himself  and  his  employer. 


CHAPTER  II 
v  MANAGING  CALLERS 


"  DID  a  Mr.  Russell  call  to  see  me  last  Tuesday?  '' 
questioned  John  Forbes,  of  the  Forbes  Steel  Com- 
pany, as  he  glanced  up  from  the  letters  that  lay 
opened  before  him  on  his  desk  and  looked  at  Camp- 
bell, his  new  private  secretary. 

"Last. Tuesday?"  said  Campbell  as  he  wrinkled 
his  brow  m  thought.  "  I  can't  recall,  but  I  can 
easily  find  out  from  my  list." 

"  Perhaps  you  will  recall  him  if  I  describe  him," 
said  the  chief.  "  He  is  short,  about  five  feet  three ; 
slim ;  has  a  heavy,  gray  mustache ;  is  rather  poorly 
dressed;  and  wears  gold-rimmed  spectacles.  Do 
you  recall  any  one  looking  like  that?  " 
-  ( The  look  on  Campbell's  face  told  the  chief  that 
Campbell  did  recall. ) 

"  Yes,"  answered  Campbell  thoughtfully,  "  a  man 
of  that  description  was  here.  He  wanted  to  see 
you  but  I  didn't  let  him  in  because  he  wouldn't 
tell  me  his  business  with  you."  Then  he  added, 
"  Moreover,  he  did  n't  look  as  if  he  should  be  ad- 
mitted to  see  you." 

35 


36  THE  PRIVATE  SECRETARY 

"  I  thought  so,"  murmured  the  chief  to  himself 
but  loud  enough  for  Campbell  to  hear.  "  Just  read 
this  letter,"  he  continued,  and  handed  to  his  sec- 
retary the  letter  which  lay  on  top  of  the  pile. 

As  Campbell  rapidly  scanned  the  letter,  the  chief 
watched  his  face.  He  smiled  guardedly  as  he  no- 
ticed the  look  of  consternation  grow  in  Campbell's 
eyes. 

And  no  wonder  that  Campbell's  face  fell,  for 
from  the  letter  he  learned  that  he  had  refused  ad- 
mittance to  George  M.  Russell,  whom  he  recognized 
from  the  letterhead  as  a  valuable  customer  of  the 
Forbes  Steel  Company. 

"  Don't  take  it  so  much  to  heart,"  resumed  Forbes. 
"  You  made  a  mistake  that  any  one  could  make. 
Mr.  Russell  is  rather  eccentric  in  his  ideas  on 
clothes  and  he  must  be  handled  with  a  great  deal 
oftact.  But  this  is  a  good  time  to  give  you  a  hint 
or  two. 

"  In  the  first  place,"  continued  the  chief,  "  don't 
make  the  mistake  of  judging  people  solely  by  the 
clothes  they  wear.  In  most  cases  it  is  safe  to  do 
so  but  there  are  exceptions,  as  the  case  of  Mr. 
Russell  has  proved.  In  the  second  place,  if  a  caller 
won't  tell  the  reason  for  seeing  me,  you  must  use 
tact  to  find  out.  If  you  had  taken  both  these  pre- 
cautions, you  would  have  allowed  Mr.  Russell  to 
see  me.  Remember,  too,  that  the  correct  managing 


MANAGING  CALLERS  37 

of  callers  is  not  only  important  but  is  also  mighty 
difficult." 

After  a  short  pause,  he  said,  "Send  in  Miss 
Andrews  for  dictation." 

Importance  of  the  duty  of  managing  callers 

"The  secretary  meets  and  manages  callers."  The 
correct  performance  of  this  duty  is  important  be- 
cause it  means  a  saving  of  from  one  to  three  hours 
each  day  in  the  executive's  time  —  hours  that  can 
easily  be  wasted  if  every  caller  at  the  office  is 
granted  admittance  to  the  chief.  Again,  the  em- 
ployer will  be  subjected  to  many  annoyances,  wor- 
ries, and  disagreeable  experiences  if  beggars,  cranks, 
and  others  of  such  types  are  freely  admitted.  This 
duty  of  acting  as  buffer  between  the  employer  and 
the  caller  is  difficult,  for  it  involves  the  exercise 
of  great  tact  and  discretion  on  the  part  of  the 
secretary  if  he  is  to  be  at  all  successful.  The 
secretary,  in  other  words,  must  be  able  "  to  meet 
people." 

Wishes  of  employer  in  regard  to  callers 

Employers  may  be  roughly  divided  into  two  main 
classes  as  follows:  (1)  those  employers  who  will 
see  any  one;  (2)  those  employers  who  leave  the 
whole  matter  of  seeing  visitors  and  admitting  them 
to  the  private  office  to  the  discretion  of  the  secre- 


38  THE  PRIVATE  SECRETARY 

tary.  The  first-named  class  is  composed  of  the 
democratic  employers  who,  in  their  regard  for  what 
they  believe  to  be  the  rights  of  others,  are  neglectful 
of  their  own  rights  and  interests ;  and  of  those  who, 
because  they  hold  public  offices,  deem  it  a  wise  policy 
to  grant  free  access  to  any  one.  The  second  - 
named  class  is,  as  a  whole,  truly  businesslike  in  the 
consideration  that  time  is  money  —  and  that  time 
can  be  easily  wasted  if  every  caller  is  allowed  to 
secure  admittance.  The  true  private  secretary 
should  strive  by  a  gradual  and  tactful  process  to 
get  his  democratic  employer  to  permit  him  to  change 
the  system  of  giving  audience  to  every  one.  The 
secretary's  duty,  it  will  be  recalled,  is  to  help  the 
executive  as  much  as  possible.  By  saving  the  em- 
ployer time  and  annoyances,  he  will  accomplish  that 
aim.  Hence,  it  is  the  secretary's  duty  to  protect, 
if  he  is  able,  his  democratic  employer  from  his 
own  fault.  Of  course,  the  wishes  of  the  employer 
should  be  followed  out,  but  perhaps  after  a  few 
trials  he  will  see  that  by  allowing  the  secretary 
to  handle  the  callers  he  is  not  wasting  so  much 
time  as  he  had  wasted  before,  and  that  he  is  re- 
lieved of  some  disagreeable  experiences.  Such  a 
plan  the  secretary  might  attempt  to  put  into  prac- 
tice after  he  has  become  well  acquainted  with  his 
position  and  his  employer. 
The  employers  of  the  second  class  are  by  far  in 


MANAGING  CALLERS  39 

the  majority.  One  of  the  reasons  that  an  em- 
ployer of  this  class  has  for  hiring  a  private  secre- 
tary is  that  the  secretary  will  save  him  time  and 
trouble  by  keeping  from  his  private  office  unimpor- 
tant and  troublesome  visitors.  Although  he  may 
give  explicit  instructions  as  to  who  may  and  who 
may  not  be  admitted,  yet  such  instructions  cannot 
be  so  detailed  that  the  secretary  is  not  called  upon 
to  exercise  his  own  discretion.  The  secretary 
should  be  extremely  careful  in  granting  admittance 
to  the  private  office.  In  deciding  about  the  ad- 
mittance of  callers,  the  secretary  should  consider 
above  everything  else  the  time  and  wishes  of  the 
employer.  Some  very  important  men  are  of  a  re- 
tiring disposition  and  do  not  wish  to  meet  many 
of  the  visitors.  The  secretary  should  recognize 
the  temper  and  disposition  of  the  employer  and 
should  be  very  careful  in  making  appointments  and 
allowing  callers  to  talk  with  the  employer  unless 
he  is  sure  that  the  chief  would  like  to  see  those 
persons. 

Understanding  how  to  handle  callers 

In  a  busy  office  the  private  secretary  must  take 
care  of  at  least  one  half  of  the  callers  who  come 
to  see  the  chief.  Every  caller,  however,  has  the 
idea  that  his  reason  for  seeing  the  chief  is  im- 
portant enough  to  command  a  personal  hearing. 


40  THE  PRIVATE  SECRETARY 

That  the  caller  has  such  an  impression,  the  sec- 
retary must  understand  before  he  is  able  to  cope 
with  the  case.  He  must  also  realize  that  the  caller 
came  not  to  see  him  but  to  see  the  chief.  If  the 
secretary  will  but  keep  in  mind  those  two  facts,  his 
task  of  handling  the  caller  will  be  made  all  the  eas- 
ier. 

The  secretary  who  gets  rid  of  callers  and  induces 
them  to  leave  the  office  is  not  necessarily  a  good 
secretary.  The  secretary  is  striving  for  results  all 
the  time.  One  of  the  greatest  results  that  the  sec- 
retary can  achieve  is  to  have  every  visitor  who  has 
been  denied  admittance  to  the  chief  leave  with  a 
warm  spot  in  his  heart  for  the  treatment  he  has  re- 
ceived at  this  particular  office.  It  is  an  easy  mat- 
ter to  say  "  No  "  and  get  rid  of  the  caller.  If  that 
were  all  there  was  to  be  done  and  if  that  were  the 
correct  way,  then  the  office  boy  could  handle  the 
callers. 

All  callers  must  be  handled  tactfully.  There 
should  never  be  any  flat  refusals,  for  such  might 
give  rise  to  public  stories.  Most  "  big  "  men  are 
very  sensitive  to  public  stories  and  news  about 
them,  especially  if  they  are  of  an  unpleasant  nature. 
Energy  should  be  expended  not  in  striving  to  get  rid 
of  visitors,  but  in  trying  to  give  them  two  impres- 
sions: (1)  that  they  have  been  well  and  courteously 
treated;  and  (2)  that  they  have  accomplished  with 


MANAGING  CALLERS  41 

the  secretary  as  much  as  they  could  have  accom- 
plished with  the  employer^- that  they  have  done 
about  the  same  as  see  the  chief.  To  give  callers 
these  two  impressions,  the  secretary  must  be  courte- 
ous and  sympathetic ;  he  should  strive  to  please  and 
to  do  as  much  as  possible  for  the  callers. 

Proper  manner  toward  callers 

A  proper  manner  toward  callers  is  the  first  thing 
a  secretary  should  train  himself  in,  for  nothing  has 
a  greater  effect  on  the  caller  than  the  reception  he 
receives  at  the  hands  of  the  secretary.  Whatever 
the  secretary  does  reflects  credit  or  discredit  upon 
the  employer  and  the  business.  In  the  mind  of  the 
caller  the  secretary  is  the  institution  —  the  repre- 
sentative of  the  head.  Hence,  whatever  impressions 
are  received  from  the  acts  of  the  secretary  are  trans- 
ferred to  the  institution  or  to  the  secretary's  em- 
ployer. A  proper  manner  is  made  up  of  sincere 
courtesy,  tact,  and  self-possession."  No  matter  who 
the  caller  is,  he  should  be  greeted  in  a  courteous 
way  and  should  be  shown  consideration.  The  sec- 
retary should  not  regard  the  caller  as  an  intruder. 
It  certainly  will  never  injure  the  secretary  to  act 
courteously  to  every  caller,  even  though  his  dress 
marks  him  out  to  be  of  the  poor  class.  Incorrect 
judgments  have  been  made  many  times  from  the 
clothes  a  man  wears.  Courtesy,  moreover,  should 


42  THE  PRIVATE  SECRETARY 

be  made  a  habit  —  not  something  to  be  shown  to  a 
chosen  few ;  otherwise  it  is  insincere  and  hypocrit- 
ical and  will  be  noticed  for  what  it  really  is.  It  is 
well  worth  the  secretary's  while  to  make  every  new 
acquaintance  met  in  this  way  feel  glad  that  he  has 
met  him. 

Two  facts  about  the  caller  should  always  be  as- 
certained by  the  secretary  if  possible.  These  facts 
are  as  follows:  (1)  the  name  of  the  caller;  (2)  the 
business  which  brings  the  caller  to  the  office.  ,  Only 
when  the  secretary  has  such  facts  in  his  possession 
will  he  be  able  to  decide  whether  the  caller  is  to  be 
admitted  to  the  private  office.  Of  course,  if  the 
secretary  can  handle  the  business  of  the  caller  him- 
self, he  will  save  the  employer  trouble.  And,  in 
many  cases,  the  secretary  can  do  more  for  the  caller 
than  can  the  employer.  The  secretary  will  soon 
find  that  he  can  send  away  satisfied  a  great  major- 
ity of  the  callers  wrho  come  primarily  to  see  the 
chief. 

The  business  of  the  caller  with  the  employer  is 
usually  the  criterion  of  whether  or  not  the  caller  is 
to  be  admitted,  but  not  always.  Even  though  the 
caller's  business  may  be  unimportant,  and  he  may 
not  be  a  known  friend  of  the  employer,  his  name  may 
be  such  that  it  would  constitute  an  "  open  sesame." 
The  visitor  may  be  some  one  of  distinction  or  in- 
fluence, and  the  secretary's  ignorance  of  his  name 


MANAGING  CALLERS  43 

may  give  him  offense  and  may  indirectly  cause  the 
superior  officer  embarrassment  or  even  loss. 
>  There  are  two  main  reasons  for  getting  the  name 
of  the  caller :  in  the  first  place,  the  employer  might 
have  instructed  the  secretary  never  to  admit  a  cer- 
tain person;  in  the  second  place,  the  secretary  and 
the  employer  should  know  to  whom  they  talk  and 
what  consideration  should  be  given  to  the  possessor 
of  that  name. 

Likewise  are  there  two  reasons  for  ascertaining 
the  business  of  the  caller.  The  first  reason  is  that 
the  secretary  must  decide  if  the  caller's  business 
at  the  office  is  important  enough  for  the  employer's 
consideration.  The  second  reason  is  that  the  em- 
ployer will  be  prepared  for  the  caller  if  }ie  knows 
what  has  brought  the  caller  to  his  office.'  In  fact, 
some  good  business  men,  after  having  learned  of  the 
business  of  the  caller  through  the  secretary,  will 
make  an  appointment  for  the  next  day  and,  in  the 
interval,  will  look  up  and  prepare  themselves  on 
the  business  that  the  caller  desired  to  discuss. 

In  handling  callers,  the  secretary  will  find  that 
it  is  most  difficult  to  worm  out  of  the  caller  the 
business  he  has  at  the  office,  or  his  reason  for  de- 
siring to  see  the  chief.  In  obtaining  this  knowl- 
edge, the  secretary  will  be  aided  by  his  use  of  cour- 
tesy. If  the  secretary  is  cold  toward  the  caller,  he 
will  never  gain  his  confidence.  Hence,  by  being 


44  THE  PRIVATE  SECRETARY 

courteous  to  the  caller,  the  secretary  not  only  makes 
the  caller  friendly  to  him  and  his  employer  but 
also  finds  that  his  own  work  in  questioning  the 
caller  is  made  easier. 

When  the  visitor  is  rather  obstinate  about  reveal- 
ing his  name  and  business  (a  common  occurrence, 
for  nearly  every  caller  thinks  that  he  must  see  the 
employer  no  matter  how  trivial  his  business  may 
be),  despite  the  courteous  reception  and  inquiry 
by  the  secretary,  the  secretary  will  find  his  recourse 
in  tact.  The  strategy  which  the  secretary  is  com- 
pelled to  use  sometimes  to  secure  the  desired  in- 
formation would  do  credit  to  a  diplomat.  Alert- 
ness, patience,  and  an  express  desire  to  do  all  he 
can  for  the  caller  are  needed.  Sympathize  with 
the  caller,  make  friends  with  him,  try  to  draw  him 
out  in  a  general  conversation  which  always  leads 
back  to  what  his  business  with  the  employer  is  — 
such  acts  must  be  done  before  the  secretary  is  suc- 
cessful with  the  caller.  All  this  is  done  quickly,  of 
course,  and  the  caller  is  kept  unconscious  and  un- 
suspicious, as  far  as  possible,  of  what  the  secretary 
is  striving  for.  When  the  secretary  has  mastered 
such  detail  in  handling  callers,  he  will  be  surprised 
at  the  ease  with  which  he  gets  visitors,  at  first  ob- 
stinate, to  confide  in  him. 

Self-possession  or  self-confidence  is  of  aid  to  the 
secretary.  He  must  keep  a  strong  grip  on  the  sit- 


MANAGING  CALLERS  45 

uation ;  he  must  dominate  it.  If  the  caller  sees  that 
the  secretary  is  timid,  uncertain,  and  apparently 
does  not  know  what  to  do,  he  will  try  in  many  in- 
stances to  bluff  his  way  through.  Quiet  self-posses- 
sion, and  by  that  aggressiveness  is  not  meant, 
not  only  will  prevent  the  aggressive  caller  from 
breaking  through,  but  also  will  be  of  help  in  gaming 
the  confidence  of  the  caller. 

Alertness  of  mind,  quick  wits,  and  the  active  com- 
prehension of  the  situation  are  also  of  aid  in  help- 
ing the  secretary  to  solve  his  puzzles  and  to  gain 
his  ends.  But  whatever  is  done  in  "  sizing  up  "  the 
caller,  in  determining  his  status,  and  in  disposing  of 
his  case,  must  be  done  quickly.  Experience  and  a 
quick  brain  will  soon  make  the  secretary  proficient 
in  the  smooth  and  polished  manner  of  handling 
callers. 

Model  conversations  in  handling  callers 

Until  the  secretary  has  had  experience  in  han- 
dling callers  and  in  getting  from  them  the  informa- 
tion that  he  wishes,  it  is  wise  for  him  to  plan  out  his 
methods  of  managing  callers.  If  he  has  his  plan  all 
arranged  in  advance  to  meet  the  various  exigencies 
and  the  different  cases  which  may  arise,  he  is  very 
likely  to  achieve  his  purpose  diplomatically  and 
quickly.  A  few  model  conversations  which  show 
how  various  callers  are  handled  will  serve  to  in- 


46  THE  PRIVATE  SECRETARY 

dicate  how  the  secretary  can  best  handle  each  sit- 
uation. 

\ 

'The  secretary  should  realize  that  the  very  first 
few  words  with  which  he  greets  the  caller  gener- 
ally determine  the  attitude  of  the  caller  toward 
him/  Since  the  secretary  is  usually  about  to  try  to 
find  out  certain  facts  concerning  the  caller,  he  will 
find  it  wise  to  cultivate  a  greeting  which  will  not 
antagonize  the  caller.  A  tactful,  well-mannered  ap- 
proach will  usually  break  down  the  visitor's  re- 
serve. ( It  is  better  to  say  "Good  morning"  or 
"  Good  afternoon  "  or  "  Is  there  something  I  can 
do  for  you? "  than  it  is  to  say  "  What  do  you 
want?  "  The  greeting  should  be  given  courteously 
and  should  usually  be  accompanied  by  the  secretary 
from  his  chair  and  advancing  toward  the 
^ 

When  name  is  not  given  by  the  caller 

SECRETARY:  Good  morning.  (A  nod  and  a 
questioning  look.) 

CALLER:     I  wish  to  see  Mr.  Blank. 

S :  Mr.  Blank  is  rather  busy  just  now.  May  I 
have  your  name  (or  card)  ? 

C :  Oh,  that 's  all  right.  Mr.  Blank  will  know 
who  is  calling.  Just  tell  him  I  am  here.  He  will 
know  who  it  is. 

S:     (Attitude  is  determined  by  the  secretary's 


MANAGING  CALLERS  47 

estimation  of  the  caller. )  I  am  Mr.  Blank's  private 
secretary,  and  if  you  will  give  me  your  name  it  will 
help  me  to  get  Mr.  Blank  to  see  you. 

(Caller  still  refuses  to  give  his  name.) 

(The  secretary  is  a  little  uncertain  as  to  the  im- 
portance of  the  caller's  business,  or  has  been  in- 
structed to  be  strict  in  allowing  callers  to  see  Mr. 
Blank.) 

S  (continuing)  :  If  I  were  to  tell  Mr.  Blank 
some  one  was  outside,  he  would  say  "  Who  is  it?  " 
It  will  help  if  you  will  give  me  your  name  and  tell 
me  what  you  wish  to  see  Mr.  Blank  about. 

(If  now  the  caller  does  not  give  his  name  and 
business,  the  secretary's  treatment  depends  upon 
the  judgment  he  has  arrived  at  regarding  him. 
Usually,  however,  the  caller  will  at  this  point  give 
in  or  leave,  for  he  will  see  the  futility  of  further 
argument  because  of  the  secretary's  determined 
stand. ) 

When  business  is  not  given  by  the  caller 

SECRETARY:  Good  afternoon.  (Nod  and  ques- 
tioning look.) 

CALLER:    I  want  to  see  Mr.  Blank. 

S :  Mr.  Blank  is  rather  busy  just  now.  May  I 
have  your  name? 

C:    Mr.  Smith. 

S :    And  you  wish  to  see  him  about  — ? 


48  THE  PRIVATE  SECRETARY 

C :     This  is  a  personal  matter. 

S :  I  am  Mr.  Blank's  private  secretary.  If  you 
will  tell  me  just  what  you  want  to  see  him  about,  I 
shall  try  to  help  you. 

C :     This  is  purely  a  personal  matter. 

(The  secretary  is  favorably  impressed  by  the 
caller's  appearance  and  decides  that  he  should 
strive  further  to  find  out  what  the  caller's  business 
is.  The  secretary  will  now  start  an  easy  conversa- 
tion—  general  in  nature,  but  with  the  purpose  of 
finding  out  the  caller's  business.  If  this  be  learned 
and  deemed  important  enough  for  the  chiefs  con- 
sideration, the  secretary  will  go  into  the  private 
office  and  announce  the  caller.  If  it  is  considered 
to  be  a  matter  which  the  secretary  himself  can 
handle,  he  will  manage  it  himself.) 

Business  not  important 

S:  How  do  you  do?  (Nod  and  a  questioning 
but  pleasant  look.) 

C :    I  wish  to  see  the  president. 

S:  The  president  is  engaged  just  now.  May  I 
have  your  name? 

C :    Mr.  Blank. 

S :    You  want  to  see  him  about  — ? 

C:  (Mentions  a  subject  which  can  better 
be  referred  to  some  other  department  for  han- 
dling.) 


MANAGING  CALLERS  49 

S :  The  president  is  engaged  now  and  is  unable 
to  see  you  but  possibly  1  can  help  you. 

(The  secretary  should  then  take  up  the  caller's 
business  and  make  arrangements  for  having  it  dealt 
with  properly  by  the  necessary  department. ) 

Other  conversations 

C :     Is  Mr.  Blank  in? 

S:  I  will  see.  (Although  the  secretary  knows 
that  his  employer  is  in,  it  is  not  necessary  that  he 
should  say  "  Yes."  The  expression-that  is  used  is 
merely  a  diplomatic  expression  to  save  the  caller's 
feelings,  for  if  the  secretary  was  so  scrupulous  about 
what  he  said,  he  might  frankly  say,  "Yes,  Mr. 
Blank  is  in,  but  whether  or  not  he  can  see  you  de- 
pends upon  what  your  business  is  here.")  What 
do  you  wish  to  see  him  about? 

C:    Here's  my  card. 

(The  card  shows  that  he  is  a  bond  salesman.) 

The  secretary  can  now  dispose  of  the  matter. 
He  will  tell  the  salesman  that  Mr.  Blank  buys  his 
bonds  through  his  regular  broker,  or  he  can  give 
him  whatever  other  reason  he  has  for  not  allowing 
him  to  see  Mr.  Blank. 

If  the  chief  is  in,  the  secretary  should  not  tell 
the  caller  that  he  is  out,  merely  to  get  rid  of  the 
caller.  Many  embarrassing  situations  will  arise 
if  the  secretary  does  thus  misinform  the  caller. 


50  THE  PRIVATE  SECRETARY 

The  employer  might  just  at  that  moment  walk  out 
of  the  office  in  the  very  face  of  the  caller ;  or  while 
the  caller  is  still  in  the  outside  office,  the  secretary 
may  have  to  answer  the  telephone  to  find  that  he 
must,  by  his  conversation  within  hearing  of  the 
caller,  give  away  to  the  caller  the  news  that  he  (the 
caller)  has  been  misinformed.  ^Nothing  can  be  lost 
by  the  secretary's  adherence  to  the  facts.v •'.  The  re- 
mark, "  Mr.  Blank  is  engaged  just  now  and  will  be 
unable  to  see  you,"  is  franker  and  more  efficient. 

After  the  secretary  has  satisfied  himself  that  the 
caller  should  be  permitted  to  see  the  chief,  he  should 
go  into  the  private  office  and  announce  the  caller. 
"•  \He  should  give  the  chief  the  name  and  business  of 
the  caller  and  also  any  facts  about  either  the  caller 
or  his  business  of  which  he  believes  the  chief  to  be 
uninformed.  He  can  then  go  to  the  office  door  and 
ask  the  caller  to  enter.  In  some  offices  in  which  the 
secretary  is  not  allowed  so  much  discretion,  the  sec- 
retary will  carry  the  caller's  card  and  reason  for 
calling  to  the  chief  to  learn  if  the  employer  will  see 
the  caller.  If  the  employer  does  not  wish  to  see 
him,  the  secretary  will  leave  the  private  office  and 
then  tell  the  caller,  "  I  'm  sorry.  Mr.  Blank  is  in  a 
conference  just  now  and  is  unable  to  see  you,"  or 
something  to  that  effect. 

If  it  is  necessary  that  the  caller  wait,  the  secre- 
tary should  ask  him  to  be  seated.     But  if  the  em- 


MANAGING  CALLERS  51 

ployer  is  to  be  engaged  for  some  time,  it  is  best  to 
tell  the  caller  of  the  conditions  and  to  ask  him 
whether  he  wishes  to  wait  longer  or  make  an  ap- 
pointment to  see  the  chief  at  some  other  time. 

When  the  secretary  is  in  a  large  concern,  he 
should  keep  himself  well  informed  of  the  individuals 
who  make  up  the  personnel  of  the  offices  and  of  the 
duties  of  the  various  managers  and  heads  of  de- 
partments so  that  he  may  be  able  to  refer  the  caller 
to  the  proper  persons  when  the  occasion  demands 
it. 

In  certain  offices  where  important  matters  are 
constantly  being  dealt  with  and  also  in  the  ordinary 
office  where  a  very  important  matter  might  arise 
suddenly,  a  different  plan  has  sometimes  to  be  fol- 
lowed out  to  get  the  best  results.  The  caller  who 
comes  to  the  office  with  an  important  matter  comes 
prepared,  and  because  of  this  preparation,  if  he  is 
admitted  to  the  chief's  office,  he  will  have  a  decided 
advantage  over  the  chief  in  discussing  the  business. 
The  suggestion  is  therefore  given  of  taking  the  name 
and  business  of  the  caller  to  the  chief.  The  latter 
upon  seeing  the  importance  of  the  proposition  and 
upon  realizing  that  he  ought  to  be  prepared  to  dis- 
cuss it  when  he  meets  the  caller  should  do  one  of 
two  things:  either  he  should  come  out  and  greet 
the  caller  cordially  and  say  that  he  is  prevented 
from  taking  up  the  caller's  business  at  present  be- 


52  THE  PRIVATE  SECRETARY 

cause  of  (and  here  a  reason  should  be  given) ;  or 
he  may  tell  his  secretary  to  ask  the  caller  to  make  an 
engagement  for  the  following  day.  In  the  mean- 
time, both  the  secretary  and  the  employer  can  pre- 
pare for  the  discussion  of  the  important  matter. 

In  still  other  offices,  appointments  with  callers 
are  always  made,  if  the  secretary  thinks  that  the 
matter  is  of  sufficient  importance,  for  the  next  day. 
At  his  first  call,  the  caller  is  told  by  the  secretary 
that  "Mr.  Harrow  is  at  a  conference"  (or  some 
other  reason  is  given)  "and  is  unable  to  see  you. 
If  you  will  come  to-morrow  at  eleven  o'clock,  I 
think  he  will  be  free."  Such  a  tentative  engage- 
ment can  be  canceled  if  the  employer  has  some- 
thing of  more  importance  to  attend  to  or  does  not 
care,  upon  having  the  caller  looked  up,  to  keep  the 
appointment.  If  the  person  with  whom  the  en- 
gagement has  been  made  can  be  reached  by  tele- 
phone, the  secretary  can  say  that  "  Mr.  Harrow  was 
unexpectedly  called  away  and  will  be  unable  to 
see  you  until  next  week,"  or,  "  Mr.  Harrow  is  still 
busy  on  the  matter  he  was  working  on  yesterday 
and  will  be  unable  to  see  you,"  or  some  other  reason 
can  be  given. 

Miscellaneous  points  about  handling  callers 

In  some  offices  four  or  five  callers  may  arrive  at 
one  time  to  see  the  chief.  It  may  happen  that  all 


MANAGING  CALLERS  53 

of  these  four  or  five  are  there  on  matters  which  the 
chief  would  care  to  see  them  about.  In  such  event, 
the  secretary  will  be  hard  put  to  it  to  keep  a  grip 
on  the  situation.  Each  of  the  callers  will  have  the 
idea  that  his  business  or  he  himself  is  of  such  im- 
portance that  he  ought  to  be  admitted  immediately. 
Unless  the  secretary  is  tactful  in  handling  these 
cases  he  is  likely  to  find  that  the  caller,  himself  a 
busy  man,  will  become  disgruntled  and  will  leave. 
The  result  of  this  is  that  the  employer  is  deprived 
of  an  opportunity  which  he  may  have  been  wait- 
ing for.  It  is  part  therefore  of  the  secretary's  duty 
to  exercise  such  finesse  that  he  can  keep  four  or  five 
callers  in  the  office  content  to  wait  their  turns.  If 
it  happens  that  these  callers  are  big  men  themselves, 
it  may  be  wise  for  the  secretary  to  go  into  the 
private  office,  and,  interrupting  the  employer,  tell 
him  of  the  situation  and  try  to  get  him  to  come  out- 
side to  see  the  callers  in  turn. 

When  the  callers  see  that  the  man  on  whom  they 
called  is  striving  as  best  he  can  to  dispose  of  their 
cases  and  is  busily  engaged  in  talking  to  one  of  their 
number,  they  will  be  satisfied  to  wait  a  little  longer. 

Sometimes  a  caller  after  his  admittance  to  the 
office  of  the  chief  overstays  a  reasonable  time  or  his 
allotted  time.  Not  only  should  the  secretary  exer- 
cise his  discretion  in  admitting  callers  but  he  should 
also  be  alert  in  regard  to  the  time  they  are  taking. 


54  THE  PRIVATE  SECRETARY 

The  chief  may  not  care  to  interrupt  his  caller  and 
seem  curt  in  dismissing  him.  Moreover,  there  may 
be  a  caller  or  two  waiting  patiently  to  see  the  execu- 
tive. If  the  executive  does  not  know  that  there*  are 
others  waiting,  he  may  allow  the  caller  to  keep  on 
talking.  In  such  an  event,  the  secretary  might  go 
into  the  private  office  and  tell  his  chief  that  he 
has  an  engagement  at  this  time.  He  might  remark : 
"  Pardon  my  interruption  —  you  have  an  appoint- 
ment at  this  time."  At  this  point  the  caller  ought 
to  take  the  hint  and  leave.  If  he  proves  to  be 
tenacious  in  his  hold  on  the  chief,  the  latter  will 
probably  sense  the  situation  and  will  mention  the 
fact  of  the  appointment.  Even  that  will  not  be 
necessary  in  most  cases. 

As  has  been  said  in  a  preceding  chapter,  the  secre- 
tary should  show  especial  consideration  to  friends 
and  members  of  the  chief's  family.  He  should  al- 
ways be  prepared  to  make  the  personal  remarks 
which  show  that  He  is  taking  an  interest  in  who  they 
are  and  what  they  are  doing. 

Reporters  also  should  be  carefully  treated,  for 
reporters  can  be  of  great  help  to  the  secretary's  em- 
ployer. Everything  possible  should  be  done  to  aid 
them  in  getting  the  information  they  want.  At  the 
same  time  it  should  be  remembered  by  the  secretary 
that  reporters,  as  a  class,  are  keen  observers  of 
human  nature.  They  appreciate  fair  treatment, 


MANAGING  CALLERS  55 

but  usually  they  abhor  a  fawning  manner.  The 
secretary  will  achieve  more  by  acting  frankly  and 
candidly  with  them  than  he  will  by  striving  to 
color  or  distort  facts  in  favor  of  his  employer. 

It  sometimes  happens  that  callers  come  to  see  the 
executive  while  the  executive  is  out.  In  such  a  case 
the  secretary  should  take  the  name  and  business  of 
the  callers  and  make  a  note  of  them.  If  the  business 
merits  consideration,  he  should  make  an  appoint- 
ment with  the  visitor  to  see  the  executive  when  the 
executive  will  be  in.  It  may  happen  that  the  sec- 
retary will  be  unable  to  set  any  definite  time  for  the 
engagement.  .  He  should  then  ask  the  caller  to  tele- 
phone at  a  certain  time  and  he  (the  secretary)  can 
then  tell  when  he  may  see  the  executive.  Or  it 
might  be  wise  in  other  instances  to  take  the  address 
and  telephone  number  of  the  caller  and  tell  him  that 
he  will  be  called  up  and  informed  as  to  the  time 
when  he  may  see  the  executive. 

A  word  should  be  said  about  callers  who  present 
letters  of  introduction  to  the  chief.  In  many  cases 
the  unsuspecting  secretary  takes  the  letter  to  the 
chief.  The  latter  upon  reading  the  letter  finds  that 
he  has  been  interrupted  to  read  a  letter  from  some 
one  whom  he  does  not  know,  introducing  some  one 
who  desires  a  favor  or  who  wishes  to  present  an  un- 
important matter.  Such  letters  have  so  often 
served  just  to  gain  admittance  to  the  chief  and  have 


56  THE  PRIVATE  SECRETARY 

been  misused  so  frequently  that  the  secretary  should 
scrutinize  them.  When  the  letter  is  presented  by 
the  caller,  even  though  this  letter  may  be  sealed 
and  addressed  personally  to  the  chief,  the  secretary 
should  open  the  envelope  and  glance  at  the  letter 
in  order  to  judge  whether  the  caller  should  be  ad- 
mitted. ^  In  other  words,  the  secretary  should  not 
admit  to  the  private  office  of  his  chief  any  caller 
who  happens  to  come  in  with  a  letter  of  introduc- 
tion. 

Another  qualification  which  the  secretary  is  some- 
times called  upon  to  have  is  the  ability  to  "keep 
things  going  "  if  the  chief  is  late  in  keeping  an  ap- 
pointment. A  puncture  in  a  tire  of  his  automobile, 
a  meeting  of  a  friend,  may  delay  the  chief  in  keep- 
ing an  appointment  at  his  private  office.  There 
may  be  two  or  three  callers  who  are  thus  unavoid- 
ably inconvenienced  in  their  wait  for  the  chief.  If 
such  a  case  does  arise  the  secretary  will  try  to  keep 
the  callers  content  and  willing  to  wait  a  little 
longer.  Conversation  can  be  entered  into  with  the 
callers  and  in  this  way,  if  the  conversation  is  pleas- 
ant enough,  the  embarrassing  minutes  will  quickly 
pass  until  the  chief  comes. 

If  the  chief  is  a  busy  man  and  if  his  appointments 
come  close  together,  with  no  interval  between,  the 
secretary  must  be  especially  watchful  to  see  that  the 
schedule  of  appointments  is  maintained  as  nearly 


MANAGING  CALLERS  57 

as  possible.  If  one  caller  overstays  the  allotted 
time  by  fif teen .  minutes,  it  might  easily  mean  that 
every  other  appointment  throughout  that  day  will 
be  about  fifteen  minutes  late.  Such  a  condition  of 
affairs  must  be  avoided,  if  possible.  The  secretary 
should  try  to  get  the  caller  who  is  overstaying  his 
time  to  leave.  He  should  also  try  to  cut  down  the 
duration  of  the  subsequent  appointments  so  that  he 
may  as  quickly  as  possible  catch  up  with  the 
schedule  that  had  been  arranged. 

Mechanical  aids  in  handling  callers 

There  are  certain  mechanical  aids  in  the  handling 
of  callers  which  should  be  known  by  the  secretary 
so  that  he  may  make  use  of  them  in  his  own  posi- 
tion if  he  finds  need  for  them.  These  mechanical 
devices  will  be  found  to  be  helpful  in  the  correct  and 
easy  handling  of  office  visitors. 

In  the  first  place,  the  physical  arrangement  of 
the  office  is  a  matter  of  importance.  The  secre- 
tary's desk  should  be  so  placed  that  he  can  guard 
the  door  of  the  private  office ;  so  that  every  one  who 
enters  the  door  may  be  seen;  and  so  that,  if  the 
emergency  arises,  the  secretary  by  physical  means 
can  prevent  the  entrance  of  an  undesirable.  In 
some  offices  the  secretary's  desk  is  railed  off.  If 
this  device  is  present,  the  secretary  can  greet  the 
caller  and  determine  his  status  before  he  allows  him 


58  THE  PRIVATE  SECRETARY 

to  come  inside  the  railing.  For  those  who  have 
passed  this  test,  chairs  may  be  provided  in  the  sec- 
retary's inclosure.  If  the  executive  is  busy,  the 
caller  can  be  asked  to  take  a  chair  until  the  execu- 
tive is  disengaged.  Thus,  callers  whose  business 
is  not  at  all  important  can  be  kept  out  of  even  the 
secretary's  inclosure  and  their  cases  can  be  dis- 
missed much  more  rapidly  than  if  the  callers  are 
first  provided  with  chairs.  After  some  people  once 
get  into  a  chair,  it  is  nearly  impossible  to  get  them 
out  of  it.  Such  a  device  as  a  railing,  however,  is 
more  suited  to  the  purely  business  office  than  it  is 
to  the  private  office  of  an  important  man. 

It  is  sometimes  desirable  that  the  executive 
should  have  a  double  office,  that  is  to  say,  two  ad- 
joining private  rooms.  One  caller  can  then  be  ush- 
ered into  one  office  while  the  executive  is  consulting 
with  a  previous  caller  in  his  other  office.  More- 
over, this  device  is  efficient  in  that  on  certain  occa- 
sions where  the  caller  has  overstayed  his  welcome 
with  the  executive,  the  latter  can  excuse  himself  by 
mentioning  some  reason  or  other.  He  can  then 
arise  and  go  into  his  other  private  office  where  he 
can  begin  on  some  executive  problem  that  needs  his 
attention.  If  the  two  private  offices  are  divided 
by  a  partition,  it  would  be  well  to  have  this  parti- 
tion sound-proof. 

Likewise  is  it  found  of  necessity  in  some  instances 


MANAGING  CALLERS  59 

to  have  a  prearranged  signal  which  will  inform  the 
secretary  that  he  is  to  come  to  the  private  office  and 
relieve  the  employer  of  the  caller.  This  signaling 
can  be  done  by  the  employer  who  can  press  his  foot 
on  a  button  under  his  desk.  A  buzzer  is  thereby  set 
in  operation  by  which  the  secretary  is  informed  of 
what  is  wanted.  He  can  then  go  into  the  private 
office  and  say  to  the  caller :  "  Pardon  my  interrup- 
tion." Then  he  will  turn  to  his  employer  and  say, 
for  instance,  "  You  have  n't  forgotten  your  appoint- 
ment with  Mr.  Harris,  have  you?  "  At  this  hint, 
the  caller  will  probably  take  his  departure. 
^  It  is  sometimes  necessary  that  the  secretary  ask 
the  caller  to  wait.  In  order  to  keep  the  caller  con- 
tented, it  has  been  found  expedient  to  have  a  table 
in  the  office  covered  with  magazines.  The  secretary 
can  either  intimate  to  the  caller  that  he  select  one 
of  the  magazines  and  glance  over  it  while  he  is  wait- 
ing or  the  secretary  himself  may  select  one  and 
hand  it  to  the  caller.  Newspapers  can  also  be  kept 
on  file  in  the  waiting  office  for  the  convenience  of 
callers.  In  the  outside  offices  of  some  large  manu- 
facturing concerns  a  display  of  samples  of  the  ar- 
ticles manufactured  by  the  concern  is  kept  on  exhi- 
bition. As  the  caller  may  have  come  to  see  the  ex- 
ecutive about  certain  of  these  articles,  he  will  be  in- 
terested in  looking  them  over  while  he  is  waiting. 


vl- 


CHAPTER  III 
HANDLING  CORRESPONDENCE    | 

"  COMB  in  with  me  for  a  minute,"  said  John 
Forbes  after  he  had  responded  to  the  hearty  "  Good 
morning  "  of  his  secretary  and  was  entering  the 
doorway  of  his  private  office. 

Frank  Campbell,  who  had  been  appointed  secre- 
tary to  the  head  of  the  Forbes  Steel  Company  a 
short  time  before,  silently  followed  his  chief. 

"  I  have  n't  had  much  time  to  instruct  you  in 
your  work/'  said  the  chief  as  he  pulled  off  his  gloves, 
"  but  I  'm  going  to  take  a  few  minutes  now  to  go 
over  some  of  the  pointsvou  have  to  handle.  Take  a 
chair/' 

As  he  spoke  these  last  words,  Mr.  Forbes  himself 
sat  down  in  the  chair  at  his  desk.  In  front  of  him 
on  his  desk  lay  a  pile  of  forty  or  fifty  letters  —  all 
unopened. 

"  How  long  would  it  take  me  to  open,  read,  and 
answer  these  letters?  "  questioned  Mr.  Forbes. 

"About  an  hour  and  a  half  or  two  hours,"  an- 
swered Campbell  thoughtfully. 

"  That 's  about  right/'  said  Mr.  Forbes.     "  And 

60 


HANDLING  CORRESPONDENCE         61 

I  can't  spare  that  time.  One  of  my  reasons  for  hav- 
ing a  secretary  is  that  I  shall  be  saved  as  much  time 
as  possible.  Just  watch  me  now  as  I  go  through 
this  mail." 

Mr.  Forbes  picked  up  an  envelope  marked  "  Per- 
sonal," opened  it,  merely  glanced  at  it,  and  handed 
it  to  Campbell.  It  was  a  letter  that  asked  for  a  con- 
tribution of  $5  to  the  Eastern  Missionary  Society. 

A  second  letter,  marked  "  Important "  was  next 
opened.  It  was  another  request  for  a  contribution. 

A  third  letter  gave  the  details  of  a  new  issue  of 
bonds  of  a  well-known  railway. 

A  fourth  letter  told  of  the  spring  opening  of  a 
men's  tailor. 

After  all  the  letters  had  been  opened  and  read, 
Mr.  Forbes  again  addressed  Campbell. 

"  Out  of  all  these  letters,"  he  said  as  he  finished, 
"  there  are  just  ten  that  you  ought  to  have  placed  on 
my  desk.  Of  the  others,  you  should  have  thrown 
away  about  twenty.  The  remainder  you  should 
reply  to.  In  order  to  find  out  the  important  or 
personal  letters  that  I  should  see,  you  should  open 
all  the  letters  excepting  those  few  occasional  letters 
from  members  of  my  family.  You  will  soon  be  able 
to  distinguish  them  by  the  handwriting  and  other 
identifying  marks.  Moreover,  if  you  are  ever 
doubtful  about  how  to  reply  to  letters  of  the  unim- 
portant kind,  don't  be  timid  about  asking  me. 


62  THE  PRIVATE  SECRETARY 

"  I  should  like  to  tell  you  more,"  Forbes  con- 
tinued, as  he  glanced  at  his  watch,  "  but  I  have  an 
engagement  at  10 :15.  You  might,  however,  take  off 
part  of  this  afternoon  and  go  down  to  see  Mr.  Aek- 
erly's  private  secretary  —  he 's  down  in  the  Equi- 
table Building  —  and  get  him  to  show  you  how  he 
handles  correspondence.  The  sooner  you  learn,  the 
sooner  will  you  save  me  valuable  time." 

Sorting  and  opening  the  mail 

Much  time  can  be  saved  for  the  executive  if  his 
secretary  is  given  complete  direction  of  the  han- 
dling of  correspondence.  The  true  executive  has 
not  much  time  for  anything  but  creative  work.  He 
can  very  easily  waste  two  or  three  hours  a  day  by 
personal  attention  to  his  mail.  This  personal  at- 
tention would  include  such  matters  as  opening  his 
letters,  reading  them,  dictating  answers,  and  often 
even  such  work  as  distributing  and  sending  letters 
to  their  correct  destinations.  All  this,  as  a  matter 
of  fact,  should  be  looked  out  for  by  the  private 
secretary. 

The  handling  of  mail  then  will  be  about  the  first 
thing  that  the  secretary  will  do  when  he  reaches  the 
office  in  the  morning.  As  a  rule,  he  should  arrive  at 
the  office  early  enough  so  that  he  will  have  plenty 
of  time  to  prepare  the  mail  and  digest  the  contents 
of  the  various  letters  before  his  chief  arrives. 


HANDLING  CORRESPONDENCE         63 

All  mail  for  the  executive  and  private  office 
should  be  placed  on  the  secretary's  desk.  The  sec- 
retary should  first  rapidly  run  over  with  his  eye  the 
addresses  on  the  letters  and  other  mail.  In  this 
way  he  will  be  able  to  pick  out  any  letters  to  the 
chief  from  his  immediate  family.  These  he  will, 
after  a  little  experience,  be  able  to  distinguish  by 
the  handwriting,  seal,  or  other  distinctive  and 
familiar  mark.  If  any  letter  of  this  nature  is  met 
with,  it  should  not  be  opened  but  should  be  laid 
aside  to  be  given  unopened  to  the  chief.  Very 
rarely  will  the  secretary  be  instructed  by  the  em- 
ployer to  leave  unopened  letters  other  than  these. 
Again,  the  secretary  by  glancing  over  the  faces  of 
the  envelopes  will  be  able  to  see  from  the  addresses 
if  every  letter  belongs  properly  on  his  desk. 

Many  letters  marked  "  Personal,"  "  Private," 
"  Important,"  or  "  Confidential,"  will  be  received. 
The  secretary  should  treat  such  letters  as  he  does 
the  ordinary  letters,  for  letters  so  marked  are 
seldom,  if  ever,  personal  or  important.  As  a  mat- 
ter of  fact,  they  are  likely  to  contain  less  personal 
or  less  important  matter  than  that  which  the  ordi- 
nary letters  contain.  The  writers  of  such  letters 
usually  mark  their  letters  "  Personal  "  or  "  Impor- 
tant "  because  they  hope  to  have  the  letters  delivered 
into  the  hands  of  the  executive  through  the  aid  of 
these  words.  Such  letters  upon  being  opened  are 


64:  THE  PRIVATE  SECRETARY 

found  in  many  instances  to  be  begging  letters. 
Such  notations  on  the  face  of  the  envelopes,  there- 
fore, are  to  be  disregarded. 

After  the  secretary  has  scanned  the  mail  in  the 
manner  just  described,  he  should  gather  the  letters, 
still  unopened,  into  a  pile  with  the  edges  even  and 
with  all  the  address  sides  toward  him.  Then  he 
should  pound  them  on  his  desk  on  their  left,  narrow 
sides.  This  gpimding-will  force  the  letter-sheet  in- 
side the  envelope,  and  also  the  inclosures  if  there 
are  any,  down  as  far  as  possible  from  the  top  (the 
right-hand,  narrow  sides).  The  purpose  of  this 
pounding  is  to  prevent  any  letter-sheet,  or  inclosure, 
from  being  cut  while  its  envelope  is  being  opened. 
In  some  instances  if  this  pounding  is  not  done,  a 
strip  of  the  letter  is  cut  off  during  the  process  of 
cutting  the  envelope.  This  strip  can  very  easily 
have  on  it  a  figure  or  part  of  a  word,  the  loss  of 
which  may  possibly  affect  the  reading  of  the  letter. 
Moreover,  the  chances  of  injury  to  any  other  in- 
closures the  envelope  may  contain  are  lessened. 
If  an  automatic  letter  opener  is  not  at  the  disposal 
of  the  secretary,  a  pair  of  scissors  will  be  found  most 
satisfactory  for  the  purpose  of  cutting  a  sliver  of 
paper  off  the  right-hand  narrow  edge  of  the  en- 
velope. After  he  has  opened  all  the  envelopes,  he 
should  read  and  examine  each  letter  by  itself. 
He  should  carefully  examine  the  interior  of  the  en- 


HANDLING  CORRESPONDENCE         65 

velope  for  possible  inclosures.  Every  inclosure 
should  be  pinned  or  otherwise  attached  to  the  letter- 
sheet.  The  number  of  inclosures  should  be  marked 
or  checked  on  the  letter-sheet  and  a  description 
should  be  given,  for  examples,  2  Incls:  2  tickets  to 
the  Charity  tiall,  or  Check  for  $150.  Thus  a  record 
can  be  kept  on  the  original  sheet  of  the  exact  con- 
tents that  were  received  with  the  letter.  If  this 
method  is  followed,  disputes  if  they  arise  can  be 
easily  and  quickly  settled.  Moreover,  the  secretary 
is  saved  much  worry  as  to  whether  or  not  a  certain 
inclosure  was  received. 

Envelopes  that  have  been  cut  should  not  be 
thrown  immediately  into  the  waste  basket.  They 
should  be  piled  together  and  kept  for  that  day.  If 
such  precaution  is  taken,  the  postmark  or  the  re- 
turn card  on  the  envelope  will  be  at  hand  to  give 
the  often  needed  and  valuable  information  about 
the  time  and  place  of  mailing  and  the  address  of 
the  sender.  At  the  end  of  the  day  these  envelopes, 
if  no  longer  needed  because  of  the  disposal  of 
their  contents,  may  be  thrown  away.  This  little 
precaution  may  save  the  secretary  annoying  ex- 
periences. 

After  the  inclosure  has  been  pinned  or  otherwise 
attached  to  the  letter  sheet,  the  date  of  receipt  of  the 
letter  may  be  stamped  on  the  letter  with  a  rubber 
stamp.  Time  stamping.,, machines  are  sometimes 


66  THE  PKIVATE  SECRETARY 

used  to  stamp  time  of  receipt  of  the  letter.  The 
secretary  should  then  carefully  read  and  digest  the 
contents  of  the  letter.  After  the  secretary  has  read 
the  letter,  he  should  place  it  in  one  of  three  piles  as 
follows: 

Pile  1.  Letters  that  are  in  his  mind  important  or 
personal  enough  to  merit  consideration  by  the 
employer. 

Pile  2.  Letters  which  before  they  can  be  an- 
swered by  the  secretary  require  that  information 
be  first  obtained. 

Pile  3.  Unimportant  letters  and  letters  that  the 
secretary  himself  can  handle  immediately. 

If  the  letter  is  of  sufficient  importance  in  the 
mind  of  the  secretary  to  merit  the  consideration  of 
the  employer,  it  is  laid  in  a  separate  pile  (Pile  1). 
If  the  employer  permits,  the  secretary  may  pencil 
on  the  letters  of  this  class,  while  he  is  reading  them 
and  also  after  he  has  read  them,  notations  or  in- 
formation that  will  aid  the  chief  in  his  understand- 
ing or  answering  of  the  letter.  Other  material, 
such  as  a  carbon  duplicate  of  the  last  letter  received 
from  the  writer  or  a  contract  about  whose  terms  the 
writer  is  inquiring  —  material  that  might  be  needed 
by  the  chief  —  should  be  procured  and  put  with  the 
letters.  This  act  will  anticipate  his  asking  for  such 


HANDLING  CORKESPONDENCE         67 

material  and  will  help  him  in  the  consideration  and 
disposal  of  his  letters. 

While  the  secretary  is  reading  letters  of  class  2 
or  3  and  after  he  has  read  them;  he  should  ma_rk  the 
^important  parts  of  the  letters  in  such  a  way  that  he 
will  not  miss  those  points  in  dictating  his  answers. 
By  doing  this,  he  will  save  himself  time,  for  at  dic- 
tation time  he  need  not  read  the  letter  so  carefully 
as  he  did  at  first. 

Letters  in  pile  1  should  be  arranged  with  the  most 
pleasing  letters  on  top  and  the  disagreeable  letters 
on  the  bottom.  This  arrangement  will  allow  the 
chief  to  begin  his  day's  work  by  the  reading  of  the 
pleasant  letters  first.  A  disagreeable  letter  on  top 
of  the  pile  might  put  him  out  of  humor  for  the 
whole  day.  Important  and  personal  matters 
should  also  be  placed  on  top.  To  this  pile  should 
then  be  added  any  letters  that  have  been  expressly 
left  unopened,  to  which  reference  was  made  in  pre- 
ceding paragraphs.  The  pile  should  then  be  put 
upon  the  employer's  desk  with  a  paper  weight  to 
hold  the  letters  in  place. 

Telegrams  that  come  into  the  office  may  be  prop- 
erly considered  under  the  general  heading  of  han- 
dling the  mail,  for  they  have  the  same  standing  as 
letters.  All  telegrams  should  be  signed  for  and 
opened  by  the  secretary.  The  latter  act  should  be 


68  THE  PRIVATE  SECRETARY 

performed  immediately  upon  receipt  of  the  telegram 
because  the  message  may  be  of  a  pressing  nature 
that  demands  quick  action. 

Answering  letters 

The  secretary  should. not  be  timid  about  under- 
taking the  answering  of  any  letter  which  is  not  of 
such  importance  in  nature  as  those  taken  in  to  the 
chief.  At  first,  since  the  new  secretary  may  not 
fully  understand  the  policy  or  business  of  the  chief 
or  how  the  chief  would  handle  such  matters,  it 
would  be  wise,  after  having  written  the  answers  to 
such  letters,  to  ask  the  chief  to  look  them  over  be- 
fore they  are  mailed  to  their  destinations.  The 
chief  will  usually  direct  and  guide  the  secretary  in 
such  cases.  The  secretary  should  not  think  that 
because  he  does  not  yet  know  the  business  or  policy 
of  the  chief  he  ought  not  touch  letters  which  are 
semi-important.  Such  an  idea  is  erroneous.  If  the 
secretary  did  not  start  in  to  answer  such  letters,  he 
would  never  learn;  and  the  chief  would  be  given 
much  needless  work.  The  secretary  should  con- 
tinually watch  and  remember  how  the  chief  handles 
his  letters  and  should  then  imitate  his  good  quali- 
ties. 

The  secretary  should  make  it  a  point  to  have  all 
letters  answered  on  the  same  day_  on  which  they  are 
received,  whenever  it  is  possible.  Courtesy  and 


HANDLING  CORRESPONDENCE         69 

good  business  demand  that  such  should  be  the  case. 
If  letters  cannot  be  handled  on  the  day  received  for 
some  reason  or  other,  they  should  be  acknowledged 
and  then  should  be  filed  ahead  in  a  "  tickler  "  or  fol- 
low-up system  (see  page  155)  which  will  insure 
that  the  matter  will  be  brought  up  for  attention  at 
the  proper  time. 

When  the  secretary  takes  dictation 

In  many  offices  the  private  secretary  takes  dicta- 
tion and  does  the  transcribing  on  the  typewriter. 
If  this  is  the  case  and  if  the  chief  dictates  answers 
to  his  letters  word  for  word,  the  secretary  should 
revise  the  chief's  letters  when  they  need  revision. 
Theoretically,  the  secretary  is  supposed  to  put  down 
on  paper  just  what  is  said  and  just  as  the  dictator 
said  it.  As  a  matter  of  fact,  he  should  do  no  such 
thing,  for  a  busy  man  in  dictating  letters  will  often 
be  guilty  of  errors  which  would  make  his  letter 
ridiculous  if  it  were  written  just  as  he  dictated  it. 
In  his  concentration  upon  the  idea,  he  is  likely  to 
become  mixed  in  tense  and  mood,  and  his  verb  may 
not  agree  in  number  with  the  subject.  These  errors 
should  be  corrected  by  the  secretary  as  the  letter  is 
being  typed.  For  such  revision  of  the  employer's 
letters,  the  secretary  must  have  a  good  knowledge 
of  English  grammar  and  rhetoric. 

If  the  secretary  does  not  fully  understand  what 


70  THE  PRIVATE  SECRETARY 

the  chief  has  said  in  his  dictation,  it  is  better  not  to 
interrupt  the  dictation  until  he  has  finished  the 
letter.  If  the  secretary  cannot  understand  what 
the  chief  said,  certainly  the  reader  will  never  un- 
derstand. It  is  much  better  to  &sk  than  it  is  to  be 
compelled  to  write  the  letter  over  again  because  of 
incorrect  words  or  ideas. 

In  the  early  stages  of  employment,  the  secretary 
will  find  that  practically  all  letters  are  dictated  to 
him  word  for  word.  Sooner  or  later  the  time  ar- 
rives when  the  secretary  has  gained  the  confidence 
of  his  employer  by  his  well-written  letters  and  the 
employer  will  say :  "  I  wish  you  would  answer  this 
letter  for  me.  You  know  just  about  what  I  want  to 
say  in  this  matter,"  or  he  will  say,  "  Just  write  a 
nice  little  answer  to  this  letter  and  give  the  informa- 
tion asked  for/'  or,  "  Say  that  I  should  have  been 
delighted  to  accept  their  invitation  but  I  have  to  be 
out  of  town  on  that  date."  When  such  a  point  has 
been  reached,  the  secretary  is  being  called  upon  to 
do  the  actual  constructing  of  the  letter.  In  order 
that  he  may  be  able  to  write  the  type  of  letter  that 
the  chief  desires,  the  secretary  should  understand 
what  he  wants  done  from  the  tone  of  his  voice,  his 
attitude,  and  from  the  ways  in  which  former  similar 
letters  have  been  handled.  At  first  such  directions 
as  are  given  may  seem  rather  vague,  yet  with  ex- 


HANDLING  CORRESPONDENCE         71 

perience  the  secretary  will  put  into  the  letter  just 
the  right  ideas  in  just  the  right  tone. 

After  the  letters  have  been  typed  they  should  be 
laid,  together  with  their  envelopes,  upon  the  chief's 
desk.  The  proper  inclosures  should  have  been 
placed  in  the  envelopes.  After  the  chief  has  read 
and  signed  this  outgoing  mail  the  secretary  should 
glance  over  the  letters  for  any  penciled  corrections 
or  changes  made  by  the  chief.  ;  He  should  also  no- 
tice whether  or  not  each  letter  has  been  signed.0  If 
everything  is  correct,  the  letter  sheets  are  folded  and 
put  into  the  envelopes ;  then  the  envelopes  are  sealed 
and  stamped.  The  secretary  should  be  sure  that 
the  proper  postage  is  used. 

THE  VARIOUS  TYPES  OF  LETTERS 

I  Besides  the  ability  to  compose  the  common  letter 
on  business  matters  (see  Chapter  VI) ,  the  secretary 
should  possess  the  requisite  knowledge  of  good 
usage  in  regard  to  the  writing  of  the  various  other 
types  of  letters  which  he  may  be  called  upon  to 
make  use  of. 

Third  person  notes 

Although  the  third  person  notes  are  seldom  used 
at  the  present  time,  certainly  not  so  much  as  they 
were  in  the  past,  yet  in  certain  cases  the  secretary 


72  THE  PKIVATE  SECEETAEY 

will  be  called  upon  to  make  use  of  such  forms.  Im- 
portant men  are  usually  in  receipt  of  many  invita- 
tions—  invitations  to  join  associations  of  a  busi- 
ness nature,  to  attend  public  dinners,  to  speak  at  a 
public  function,  and  to  be  present  at  certain  other 
affairs.  These  invitations  are  often  written  in  the 
formal  or  third  person  style.  If  they  are  written  in 
such  a  style,  they  should  be  answered  in  the  same 
style.  A  letter  such  as  that  which  follows  is  re- 
ceived : 

The  National  Manufacturers'  Association 
18  Wall  Street 
New  York  City 

The  National  Manufacturers'  Association  desires  the  pleas- 
ure of  the  company  of  Mr.  John  M.  Andrews  at  a  farewell 
dinner  given  in  the  honor  of  its  retiring  president,  Mr.  Henry 
Fall  Simmons,  at  eight  o'clock  on  January  15,  at  the  Hotel 
Astor,  New  York  City. 

R.  S.  V.  P. 

The  chief  has  an  important  business  engagement  in 
Pittsburgh  on  that  date.  He  says  to  his  secretary, 
"  Just  answer  this  invitation  and  say  that  I  can- 
not be  there."  The  secretary  will  then  write  a  let- 
ter such  as  this : 

84  Nassau  Street 
New  York  City 

Mr.  John  M.  Andrews  regrets  that  an  engagement  prevents 
him  from  accepting  the  kind  invitation  of  the  National  Manu- 


HANDLING  CORRESPONDENCE         73 

facturers'  Association  to  be  present  at  the  farewell  dinner  to 

be  given  in  honor  of  its  retiring  president,  Mr.  Henry  Fall 

Simmons,  at  eight  o'clock  on  January  15,  at  the  Hotel  Astor, 

New  York  City. 

January  seven, 

Nineteen  hundred  and  sixteen. 

Whenever  letters  written  in  the  third  person  style 
are  received,  answers  to  them  should  usually  be 
written  in  the  same  form. 

In  other  instances,  third  person  letters  will 'be 
found  useful,  especially  in  the  handling  of  certain 
disagreeable  matters,  as,  for  example,  letters  beg- 
ging explicitly  or  implied ly  for  money.  Refusals 
to  requests  in  these  letters  can  best  be  given  without 
much  injury  to  the  other  person's  feelings  by  means 
of  the  formal  and  impersonal  letter.  The  secre- 
tary, for  instance,  has  received  in  the  morning's 
mail  an  envelope  addressed  to  his  employer  and 
containing  nothing  but  four  f 5  tickets  for  a  bazaar 
to  be  held  by  the  St.  Thomas's  Church  Association. 
If  the  employer  does  not  indulge  in  this  form  of 
charity,  the  secretary  will  write  and  return  the 
tickets : 

The  secretary  is  requested  by  Mr.  Henry  S.  Henderson  to 
inform  the  St.  Thomas's  Church  Association  that  four  tickets 
for  the  bazaar  to  be  held  at  7 :30  o'clock  on  Monday,  January 
18,  have  been  received;  and  that  as  he  cannot  be  present  or 
otherwise  make  use  of  these  tickets,  he  is  returning  them. 

Mr.  Henderson  expresses  his  sincere  wish  that  the  bazaar 
will  be  a  success. 


74  THE  PRIVATE  SECRETARY 

Great  tact  is  needed  in  making  refusals  in  such  a 
way  that  the  feelings  of  the  other  person  are  not 
injured.  Hence,  such  letters  of  refusal  must  be 
carefully  worded  and  arranged. 

Several  points  should  be  noted  in  regard  to  these 
third  person  notes.  The  inside  address,  the  saluta- 
tion, the  complimentary  close,  and  signature  are 
omitted.  The  date  -is  generally,  but  not  always, 
given.  When  it  is  given,  it  is  spelled  out  in  full,  as, 

November  the  second, 
Nineteen  hundred  and  fifteen. 

and  is  generally  placed  at  the  left  hand  margin  be- 
low the  body  of  the  letter.  In  certain  formal  invi- 
tations, usually  engraved  and  issued  in  large  num- 
bers, there  is  no  need  for  the  date  of  the  writing  or 
sending  of  the  letter,  and  hence  the  date  does  not  ap- 
pear. The  four-page  letter  sheet  is  used  with  the 
fold  at  the  right  (see  page  137).  The  regular  busi- 
ness letter  head  should  not  be  used.  In  fact,  a 
pretty  general  rule  for  the  secretary  to  follow  is 
this :  all  letters  with  the  exception  of  those  purely 
on  business  matters  should  be  written  on  the  four- 
page  letter  sheet.  These  letter  sheets  bear  a  printed 
or  engraved  heading  as, 

115  Broad  Street 
Philadelphia 


HANDLING  CORRESPONDENCE         75 

If  no  printed  heading  is  on  the  letter  sheets,  the 
address  of  the  writer  should  appear  at  the  left-hand 
margin  below  the  body  of  the  letter  and  above  the 
date,  as, 

115  Broad  Street 

Philadelphia 

November  the  second 

The  thirdjperson  is  adhered  to  throughout.  A  com- 
mon fault  is  the  changing  from  the  third  person  to 
the  first  or  second  person.  The  following  letter  is 
an  example  of  this  mistake : 

Mr.  George  Angus  Parsons  thanks  the  United  Charities 
League  for  its  kind  invitation  to  be  present  and  speak  at  its 
Tenth  Annual  Conference  to  be  held  at  three  o'clock  on 
Wednesday,  September  6,  at  its  building,  351  Hanley  Street, 
Philadelphia. 

Although  I  may  not  be  able  to  arrive  until  3 :30,  I  believe 
that  this  will  not  disturb  your  arrangements. 

Yours  very  truly, 

George  Angus  Parsons 

In  the  second  sentence  of  the  above  letter  a 
change  is  made  to  the  first  person.  Such  a  change 
is  incorrect.  Moreover,  a  complimentary  close  and 
signature  are  incorrect  in  a  third  person  note. 

Another  point  to  remark  is  the  tenses  of  the  verbs 
used  in  the  letter.  In  the  following  letter  has  been 
requested  should  read  is  requested;  will  be  unable 
should  read  is  unable.  The  present  tense  is  usually 
kept  throughout. 


76  THE  PRIVATE  SECRETARY 

The  secretary  has  been  requested  by  Mr.  H.  M.  Forbes  to 
inform  Mr.  S.  R.  Holmes  that  Mr.  Forbes  will  be  unable  to 
accept  his  kind  invitation  to  take  luncheon  with  him  at  one 
o'clock  on  Wednesday  at  the  New  York  Yacht  Club. 

Acceptances  and  refusals  should  be  worded  in  as 
close  accordance  as  possible  with  the  original  letter, 
although  courtesy  must  also  be  combined. 

Letter  requesting  appointment 

The  chief  may  sometimes  tell  the  secretary  to 
write  and  ask  for  an  appointment  on  a  certain  day 
at  a  certain  time  with  another  important  business 
man.  The  letter  shown  below  is  of  the  type  com- 
monly used. 

16  Waverly  Place 
August  two 

1915 
Dear  Sir: 

I  am  requested  by  Mr.  John  M.  Williams  to  ask  whether  it 
would  be  convenient  for  you  to  see  him  at  your  office  on 
Wednesday  morning  next,  August  4,  at  eleven  o'clock  to  dis- 
cuss a  matter  concerning  the  Federal  Reserve  Law. 

Yours  faithfully, 
F.  M.  Stress 
Private  Secretary 
Mr.  Frank  H.  Hand, 
Woolworth  Building, 
New  York  City. 

Letter  making  appointment 

When  a  letter  asking  for  an  appointment  is  re- 
ceived and  if  the  employer  is  willing  and  able  to 


HANDLING  CORRESPONDENCE         77 

make  the  appointment,  such  a  letter  is  answered  as 
follows : 

Woolworth  Building1 

August  three 

1915 

Dear  Sir: 

Mr.  Frank  H.  Hand  requests  me  to  inform  you  that  he  will 
be  happy  to  meet  you  on  Wednesday  morning  next,  August 
4,  at  eleven  o'clock  at  his  office. 

Yours  faithfully, 

E.  E.  Price 

Private  Secretary 
Mr.  John  M.  Williams, 
16  Waverly  Place, 
New  York  City. 

Letter  canceling  an  appointment 

If  the  chief  is  unable  to  keep  an  appointment 
through  certain  unavoidable  circumstances,  the  sec- 
retary should  write  to  inform  the  other  person  of 
the  fact. 

Dear  Sir: 

Mr.  R.  M.  Andrews  was  unexpectedly  called  away  from 
New  York  and  accordingly  will  be  unable  to  see  you  at  the 
hour  set  for  your  conference,  four  o'clock,  Tuesday,  October 
26.  Before  he  left,  Mr.  Andrews  directed  me  to  inform  you 
that  he  was  sincerely  sorry  to  inconvenience  you  and  that  he 
hopes  upon  his  return  you  will  do  him  the  honor  of  calling 
upon  him. 

Yours  faithfully, 
Francis  Thome 
Secretary  to  Mr.  Andrews 


78  THE  PRIVATE  SECRETARY 

When  the  words  denoting  time,  like  "  to-morrow  " 
and  "  yesterday/7  are  used  in  a  letter,  the  date  or 
the  name  of  the  day  should  be  added,  as,  for  in- 
stance, "  I  shall  be  glad  to  have  you  take  luncheon 
with  me  to-morrow,  Thursday."  Even  in  letters  in 
which  the  day  is  stated,  the  time  may  not  be  definite. 
The  letter  may  have  been  written  on  Tuesday  and 
may  reach  the  other  person  on  Friday ;  and  it  might 
read,  "  I  shall  be  in  New  York  next  Friday  and 
wish  you  would  meet  me."  The  person  who  re- 
ceived the  letter  would  then  be  uncertain  as  to  what 
"  next  Friday  "  meant.  All  chance  jof  misunder- 
standing can  be  eliminated  if  the  date  is  added,  as, 
"  next  Friday,  August  24." 

In  rare  cases,  a  formal  and  impersonal  note  is 
used  in  writing  to  tradesmen.  The  following  letter 
will  illustrate: 

854  Fifth  Avenue 

Mr.  John  R.  Whiting  desires  Messrs.  Lord  &  Taylor  to  send 
for  his  examination  the  cedar  chest  #542  advertised  in  this 
morning's  (Friday)  "  Herald." 

January  8,  1915. 

Answering  letters  during  the  employer's  absence 

When  the  employer  is  absent,  say  on  an  extended 
business  trip,  and  will  not  be  back  in  the  office  for 
two  weeks,  it  is  the  secretary's  duty  to  look  after  the 
mail  which  comes  in.  Besides  having  to  answer 


HANDLING  CORRESPONDENCE         79 

and  handle  the  mail  of  classes  2  and  3  (as  shown  on 
page  66)  the  secretary  must  now  look  after  the 
mail  of  class  1.  Although  he  himself  has  neither 
the  power  nor  the  knowledge  with  which  to  handle 
such  matters  as  will  appear  in  these  important  let- 
ters, nevertheless  he  must  at  least  acknowledge  the 
receipt  of  them.  If  the  writer  of  the  important  let- 
ter receives  no  answer  until  after  the  chief  comes 
back  (two  weeks  from  the  present  time),  he  be- 
comes very  much  dissatisfied  at  the  treatment  that 
he  has  received.  It  is  only  fair  and  courteous  that 
he  should  be  told  that  the  chief  is  away  and  for  that 
reason  the  subject  matter  in  his  letter  has  not  been 
acted  upon.  A  model  form  of  the  kind  of  letter 
that  is  used  in  acknowledging  such  important  mat- 
ters is  given  below : 

Dear  Sir: 
Your  letter  of  June  30  to  Mr.  Hatches  was  received  this 

morning.     At  the  present  time  he.  is  absent  from  the  city. 

Upon  his  return  on  July  15  your  letter  will  be  immediately 

brought  to  his  attention. 

Yours  very  truly, 

James  Blake 

Secretary  to  Mr.  Hatches 

In  certain  cases  the  chief  will  not  be  ready  to  give 
a  definite  answer  in  regard  to  the  important  mat- 
ter which  has  come  to  him  in  the  mail.  In  such 
cases,  although  the  letter  cannot  be  fully  answered, 


80  THE  PRIVATE  SECRETARY 

it  should  nevertheless  be  acknowledged.    A  model 
form  is  given  below : 

Dear  Sir: 

Mr.  Tarryington  has  received  your  communication  of  Jan- 
uary 8  in  regard  to  the  matter  of  the  Atchison  contract.  He 
has  the  proposition  under  advisement  and  will  let  you  know 
his  decision  within  a  few  days. 

Yours  very  truly, 
John  8.  South 
Private  Secretary 
Points  on  dictation 

The  following  hints  will  be  of  aid  to  the  secretary 
in  dictating  answers  to  letters : 

1.  Read  the  letter  very  carefully  and  understand 
what  the  writer  says  or  tries  to  say. 

2.  As  you  read  the  letter  pick  out  the  subjects  or 
questions  which  are  to  be  answered  and  to  these  add 
questions  or  doubts  which  should  be  settled  to  make 
the  answer  to  the  letter  complete.     These  questions 
may  be  numbered  as  you  go  along. 

3.  Gather  the  facts  with  which  you  are  to  answer 
the  letter.     Arrange  them  in  the  most  logical  order. 

4.  If  there  is  a  problem  of  policy  involved,  deter- 
mine on  your  attitude  before  you  start  to  dictate. 

5.  Decide  what  action,  if  any,  you  wish  to  have 
the  reader  take,  and  make  your  message  work 
toward  that  end. 

6.  Consider  carefully  the  kind  of  man  the  reader 
is  and  adapt  yourself  to  him  in  language,  mood,  and 
character.     If  you  find  that  you  are  unable  to  put 
yourself  in  the  right  mood  and  attitude,  it  is  better 
to  postpone  the  dictation.     It  is  most  important 
that  the  tone  of  your  letter  be  suitable. 


HANDLING  CORRESPONDENCE         81 

7.  Dictate  slowly  and  speak  distinctly.     By  do- 
ing so  you  will  be  able  to  think  accurately  as  you 
dictate  and  you  will  also  be  helping  the  transcriber. 

8.  Concentrate  your  thoughts  upon  the  idea  that 
you  are  trying  to  express  and  impress  through  the 
letter    upon    the    reader.     Continually    keep  ^the 
reader  in  mind  and  talk  as  if  he  sat  facing  you. 

An  aid  to  dictation  and  transcription,  on  the  me- 
chanical side,  will  be  found  in  this  hint :  After  the 
secretary  has  carefully  read  over  the  letters  that  he 
is  to  answer  and  when  he  is  ready  to  dictate,  he 
should  place  the  figure  "  1 "  in  .the  upper  right-hand 
corner  of  the  first  letter  to  be  answered.  This  num- 
ber he  should  call  out  to  his  stenographer  instead  of 
the  name  and  address  of  the  person  or  persons  to 
whom  the  letter  is  going.  The  second  letter  will  be 
numbered  "2,"  and  so  on.  After  the  dictation  of 
all  the  answers,  the  original  letters  with  the  num- 
bers should  be  handed  to  the  stenographer  who  can 
copy  the  names  and  addresses  with  little  chance  of 
error. 

The  tone  of  the  letter 

One  of  the  difficult  things  about  the  writing  of  a 
letter  is  to  put  in  the  right  tone.  Every  letter  that 
is  sent  out  by  the  secretary  should  have  a  certain 
atmosphere  of  quality  and  distinction,  and  should 
be  written  in  a  certain  tone.  As  a  general  rule,  it 
may  be  said  that  the  tone  of  the  letter  is  determined 


82  THE  PKIVATE  SECEETAKY 

by  the  position  of  the  person  addressed,  by  the  de- 
gree of  acquaintance  with  him,  and  by  the  nature 
of  the  communication.  Moreover,  the  quality,  dis- 
tinction, and  tone  to  be  used  are  determined  by 
the  policy  and  standing  of  the  firm  with  which  the 
secretary's  employer  is  connected.  The  character 
of  the  employer,  therefore,  should  so  permeate  the 
secretary  that  he  unconsciously  puts  into  his  letter 
a  tone  that  conforms  with  that  character. 

The  language  used  must  be  adapted  to  the  reader. 
A  certain  spirit  or  tone  in  the  letter  is  essential  to 
the  best  results.  The  one  writing  or  dictating  the 
letter  should  consciously  strive  to  use  a  type  of 
English  (conversational,  formal,  etc.)  best  suited 
to  the  reader.  The  tone  of  the  letter  aids  greatly 
in  making  a  favorable  impression.  It  can  be  easily 
understood  that  letters  to  ladies  should  be  polished, 
courteous,  and  non-colloquial  in  style.  A  letter 
written  to  a  close  friend  of  the  employer  would  be 
in  a  colloquial  style.  Letters  that  are  written  to 
men  known  to  be  conservative  should  be  written  in 
a  conservative  style  or  tone.  Letters  written  to 
people  who  are  not  well  acquainted  with  the  em- 
ployer should  not  be  so  familiar  in  tone  as  letters 
written  to  the  people  who  are  well  acquainted  with 
the  employer. 

Once  the  tone  or  character  of  a  letter  has  been 
decided  upon,  this  tone  should  be  adhered  to 


HANDLING  CORRESPONDENCE         83 

throughout.  Any  false  note  that  is  struck  destroys 
the  whole  effect  of  the  letter,  as,  for  example,  the 
last  paragraph  in  the  following  letter : 

250  State  Street 

Boston,  Mass. 
November  8,  1915 
Dear  Sir: 

I  am  very  sorry  to  inform  you  that  Mr.  Davis  has  been 
called  out  of  the  city  on  yery  pressing  business  and  will  be 
unable,  therefore,  to  keep  his  appointment  with  you. 

I  shall  be  glad  to  make  an  appointment  for  November  15 
at  the  same  time  if  this  hour  is  convenient  for  you. 
Please  be  prompt  in  acknowledging  this. 

Respectfully  yours, 
H.  E.  Wilson, 

^^^^^^  [r.  Davis 
Mr.  Arthur  H.  Marshall, 
75  Court  Street, 
New  York  City. 

Besides  the  style  in  which  the  writer  adapts  him- 
self to  the  reader,  besides  the  established  tone  in 
the  correspondence  of  the  employer,  there  is  still  an- 
other tone  which  comes  from  business  sense  and 
which  applies  to  all  letters.  This  is  the  courteous, 
agreeable,  and  positive  tone  so  conducive  to  good 
business  relations. 

Form  letters 


The  secretarA|^i  also  find  it  of  value  to  keep 
on  file,  or  at  hfl  Hiodels  of  letters  that  he  may  be 


84  THE  PRIVATE  SECRETARY 

called  upon  to  write.  He  should  first  make  out  a 
letter  which  conforms  in  mechanical  make-up  in 
every  detail  with  correct  form  or  with  the  form  that 
the  employer  desires  to  be  used.  He  should,  more- 
over, keep  models  of  the  various  ways  in  which  the 
employer  desires  his  letters  to  be  written. 

The  employer  may  wish  to  have  answers  to  in- 
vitations composed  in  a  certain  style.  If  he  dic- 
tates one  of  these  letters  word  for  word  to  his  sec- 
retary, the  secretary  should  keep  the  carbon  of  it 
and  use  it  as  a  model.  In  the  future,  whenever  a 
letter  of  this  same  type  comes  up  for  answering,  the 
•secretary  himself  can  make  use  of  the  model  which 
has  been  furnished  him  by  his  employer  and  with 
a  few  changes  in  words,  so  that  every  letter  will  not 
be  identical,  write  the  answer. 

By  keeping  a  file  of  such  model  letters  the  secre- 
tary will  find,  first,  that  he  is  saving  himself  time 
in  writing  letters  of  the  type  called  for;  and  sec- 
ond, that  he  is  writing  better  letters,  because  letters 
composed  on  the  spur  of  the  moment  or  when  the 
secretary  is  rushed  are  not  so  good  as  those  care- 
fully thought  out  and  polished  up  beforehand. 

Making  of  precis  or  digest 

On  certain  occasions  the  employer  will  ask  the 
secretary  to  give  him  a  digest  of  the  correspond- 
ence that  has  taken  place  between  him  and  some 


HANDLING  CORRESPONDENCE 


85 


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•Remarks 

Reasons  wanted 
detail. 

Type  of  organizati 
explained. 

Discussion  to  be  he 
on  financing  of  co 
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86  THE  PRIVATE  SECRETARY 

other  man  or  firm,  or  which  concerns  a  certain  mat- 
ter. When  the  secretary  is  thus  called  upon,  he 
should  make  out  the  precis  or  digest  according  to 
an  arrangement  like  that  given  on  page  85.  Thfe 
form  should  contain  the  number  of  the  letter  in  its 
series,  the  date  of  the  letter,  the  correspondent,  the 
subject  matter,  and  remarks. 

In  digests  of  correspondence  or  of  transactions 
carried  on  in  ways  other  than  by  letter  (digests  are 
sometimes  called  for  of  transactions  other  than 
those  handled  by  letter),  the  secretary  should  strive 
to  put  into  as  concise  a  form  as  possible  both  the 
subject  matter  under  discussion  and  the  remarks  on 
how  the  matter  was  handled. 

Another  form  of  digest  or  history  of  a  correspond- 
ence is  where  the  various  facts  are  related  in  a  story 
or joarrative  fo'rm.  This  story  should  be  short,  con- 
nected, and  should  contain  only  the  leading  points. 


CHAPTER  IV 
POINTS  ON  LETTER  WRITING 

"  FRANK,"  called  Mr.  Forbes  from  the  doorway  of 
his  private  office,  "  bring  in  the  carbon  copies  of  the 
letters  you  dictated  this  morning." 

Frank  Campbell,  Mr.  Forbes'  private  secretary, 
immediately  went  to  his  stenographer,  who  took 
from  her  basket  the  copies  as  yet  unfiled  and  handed 
them  to  him. 

"  I  wonder  what  he  wants  with  them,"  thought 
Frank  as  he  walked  into  his  chief's  office.  There 
he  found  Mr.  Forbes,  the  president  of  the  Forbes 
Steel  Company,  seated  at  his  desk  and  awaiting 
him.  Frank  handed  the  carbons  to  him  with  the 
remark,  "  Here  are  all  the  carbon  copies  of  this 
morning's  dictation." 

"  I  've  been  thinking  that  I  could  give  you  a  help- 
ful idea  or  two  about  your  letters,"  remarked  Mr. 
Forbes  as  he  motioned  his  secretary  to  a  chair. 
"  You  have  been  with  me  only  two  weeks  now,  but 
you  have  got  into  the  swing  pretty  well." 

Here  there  was  a  pause  while  Mr.  Forbes  care- 
fully read  through  the  carbon  copies. 

"  There  is  just  one  criticism  I  want  to  make  of 

87 


88  THE  PKIVATE  SECKETARY 

your  letters/'  said  Mr.  Forbes.     "  Just  look  at  the 
beginning  of  this  letter." 
The  letter  began  as  follows: 

Dear  Sir: 

Yours  of  the  15th  instant  just  to  hand  and  in  reply  beg 
leave  to  say  that  Mr.  Forbes  will  be  glad  to  take  up  this  mat- 
ter with  you  if  you  will  call  at  his  office  at  11 :30  on  Wednes- 
day .  .  . 

"Why  do  you  begin  your  letters  in  that  hack- 
neyed way?  "  questioned  the  chief. 

"  Because  most  of  the  letters  we  receive  begin  in 
that  way,  I  suppose,"  answered  the  secretary. 

"Just  so,"  said  the  chief.  "You  imitated  what 
you  probably  think  is  the  correct  way  to  begin  a 
business  letter.  That  makes  your  own  letters  com- 
monplace. Now,  run  through  these  other  letters. 
In  nearly  every  case  you  begin  in  about  the  same 
way.  How  much  impression  do  you  think  your  let- 
ters will  make  if  they  are  written  like  all  other 
letters?  Not  much,  will  they?  You  should  make 
your  letters  different,  individual.  Don't  use  these 
old,  stereotyped  beginnings  and  endings.  They  are 
not  only  useless;  they  make  your  letters  common- 
place. When  you  are  dictating,  keep  away  from 
those  meaningless  phrases  that  you  find  in  business 
letters. 

"  And  another  point,  Frank,"  went  on  Mr. 
Forbes.  "  You  and  I  —  in  fact,  the  whole  concern 


POINTS  ON  LETTER  WRITING         89 

—  are  judged  by  the  letters  that  leave  the  office. 
Never  send  out  a  letter  that  you  fear  may  create  a 
poor  impression.  Critically  judge  every  letter  be- 
fore you  sign  it.  If  it  is  n't  up  to  our  standard,  dic- 
tate it  again. 

"  If  you  want  to  learn  our  standards,"  continued 
the  chief,  "  get  some  of  my  letters  from  the  files  and 
study  them.  I  don't  claim  that  they  're  perfect,  but 
they  will  give  you  a  good  idea  of  the  kind  of  letters 
I  should  like  to  have  you  dictate." 

The  importance  of  the  subject 

The  writing  of  letters  is  probably  the  most  com- 
mon duty  of  secretaries.  Since  a  good  part  of  the 
success  of  the  secretary  rests  upon  his  proficiency  in 
it,  he  should  give  much  attention  to  the  art. 

The  employer  may  be  an  excellent  letter  writer, 
but  he  seldom  has  time  to  dictate  word  for  word 
each  letter  that  leaves  the  office.  He  is  compelled 
to  depend  upon  the  secretary  to  see  that  the  letters 
which  go  out  are  up  to  his  own  standard.  If  he 
finds  that  letter  writing  is  a  weak  point  of  the  sec- 
retary, he  must  either  do  a  large  amount  of  the  work 
himself  or  get  a  new  secretary. 

Business  English  is  used 

As  most  private  secretaries  are  secretaries  to  busi- 
ness or  professional  men,  it  will  be  found  that  the 


90  THE  PRIVATE  SECRETARY 

type  of  English  of  most  value  to  them  in  letter  writ- 
ing differs  from  the  type  used  by  the  social  secre- 
tary, for  the  letters  written  are  usually,  although 
not  always,  on  business  matters.  The  social  sec- 
retary's letters  are  written  in  more  or  less  literary 
English  and  in  a  conventional  style.  The  English 
used  by  the  private  secretary  in  business  is  not  liter- 
ary English  but  Business  English. 
v  Business  English  composition  has  been  defined  as 
the  art  of  employing  written  English  to  arouse  in 
others  such  feelings  as  shall  cause  action  that  re- 
sults in  business  profit,  and  to  do  so  with  the  least 
waste  of  time,  effort,  and  money.  It  includes  all 
written  messages  used  in  commercial  transactions 
for  the  purpose  of  securing  a  favorable  response  for 
the  writer  by  impressing  the  reader. 

Business  English  is  not  a  separate  language  in  the 
sense  of  being  composed  of  words  and  phrases 
peculiar  to  business  transactions.  The  secretary 
or  writer  who  mechanically  uses  such  stock  expres- 
sions as  "  Yours  of  the  15th  instant  to  hand,"  "  Pur- 
suant to  yours  of  even  date,"  and  so  on,  is  not  neces- 
sarily a  writer  of  good  Business  English.  These 
stereotyped  expressions  are  not  so  efficient  as  simple 
expressions  that  mean  the  same  thing;  they  injure 
rather  than  aid.  They  are  weak  because  they  are 
so  common.  Certainly  the  average  man  never 


POINTS  ON  LETTER  WRITING          91 

speaks  them.     They  destroy  the  personality  of  the 
letter. 

Like  any  other  branch  of  English  composition, 
Business  English  involves  two  processes,  right 
thinking  and  right  technic.  The  writer  must  think 
clearly,  know  the  solution  of  his  business  problem, 
and  express  and  impress  his  ideas  precisely-  Busi- 
ness English  has  to  do  not  merely  with  composition, 
but  also  with  the  motives  which  induce  people  to 
act.  In  other  words,  the  writer  must  comprehend 
the  whole  psychological  problem  involved  in  any 
given  case,  and  must  make  use  of  his  knowledge  in 
the  expression  of  his  thoughts. 

Impression  versus  expression 

The  main  difference  between  literary  composition 
and  Business  English  is  the  purpose.  In  most 
forms  of  literary  composition  the  writer  endeavors 
to  express  his  thoughts  with  clearness  and  preci- 
sion for  the  purpose  of  giving  information  or  en- 
tertaining the  reader;  in  Business  English,  however, 
the  purpose  is  profit.  Since  Business  English  must 
produce  a  profit,  it  must  not  merely  please  or  in- 
struct the  reader;  it  must  cause  him  to  act  —  it 
must  make  him  respond.  The  test,  therefore,  that 
the  secretary  should  apply  to  the  business  letter  is 
this :  "  Does  it  make  the  reader  do  what  the  writer 


92  THE  PRIVATE  SECRETARY 

wishes  him  to  do?"     "Does  it  bring  the  response 
the  writer  desires  it  to  bring?  " 

In  literary  composition  the  writer  usually  con- 
siders only  the  expression  of  his  ideas ;  in  Business 
English  the  writer  must  consider  not  only  the  ex- 
pression of  his  ideas  but  also  the  impression  upon 
the  mind  of  the  reader.  He  must  make  such  an  im- 
pression upon  the  reader's  mind  as  shall  arouse 
him  to  the  desired  course  of  action.  This  im- 
pression can  be  secured  only  by  conveying  the 
writer's  own  idea  to  the  reader  in  such  a  way 
that  the  latter  shall  accept  the  former's  point  of 
view. 

Business  men  are  not  purists ;  they  do  not  always 
demand  nicety  in  language.  It  is  not  always  neces- 
sary that  polished  diction  and  well-rounded  sen- 
tences be  used.  Nor  is  it  fatal  if  a  business  message 
should  violate  a  rule  or  a  convention  now  and  then. 
Contractions,  slang,  colloquialisms  are  allowed  in 
many  cases  and  at  times  are  more  effective  than 
pure  English  would  be.  All  this  is  so,  because  the 
important  and,  for  that  matter,  the  only  real  pur- 
pose of  a  business  communication  is  the  transmis- 
sion and  impression  of  a  message.  If  the  reader ' 
understands  the  message  just  as  the  writer  washes 
it  understood  and  acts  just  as  the  writer  wishes 
him  to  act,  there  certainly  can  be  no  cause  for  com- 
'plaint.  At  the  same  time  it  can  never  be  certain 


POINTS  ON  LETTER  WRITING         93 

that  the  message  will  be  fully  understood  unless  the 
expression  is  clear,  the  punctuation  correct,  and  the 
choice  of  words  accurate.  Hence  it  is  necessary 
that  certain  rules  of  form  be  observed,  for  they  will 
aid  in  getting  the  right  result. 

The  "You"  attitude 

The  "  You  "  attitude  means  that  the  words,  I, 
we,  my,  mine,  ours,  and  so  on,  are  subordinated  as 
much  as  possible.  It  means  that  the  writer  shall 
have  a  sincere  regard  for  the  reader  and  shall  take 
his  viewpoint.  No  other  appeal  is  so  direct,  so 
effective  as  that  which  is  summed  up  in  the  words 
you,  your  business,  your  welfare,  your  interests. 
The  secretary  should  keep  before  the  reader  his  in- 
terests, not  his  own.  He  should  look  at  the  problem 
through  the  eyes  of  the  reader.  He  should  remem- 
ber that  in  the  consideration  of  the  three  factors  in- 
volved in  a  message  (the  sender,  the  subject  or  idea, 
and  the  reader),  the  third,  the  reader,  is  the  most 
important. 

The  weakness  of  most  letters  is  due  not  to  un- 
grammatical  sentences  or  to  poor  style,  but  to  the 
wrong  viewpoint  that  the  writer  takes.  To  over- 
come this  weakness,  two  things  will  help :  first,  the 
writer  should  know  how  to  solve  the  business  prob- 
lem involved  in  the  letter ;  second,  the  writer  should 
keep  the  reader  in  mind. 


94  THE  PEIVATE  SECRETARY 

Adaptation  to  the  reader 

In  order  that  the  secretary  may  make  the  desired 
impression  upon  the  reader's  mind,  through  his 
business  letters,  it  is  essential  that  some  adjust- 
ment should  be  made  if  the  message  is  to  be  con- 
veyed. Accordingly,  Business  English  composition 
should  be  adapted  to  the  reader  in  language,  mood, 
character,  and  substance.  By  this  is  meant  that 
the  language  used  in  the  letter  must  be  such  as  the 
reader  would  use  or  understand,  and  such  as  is  best 
suited  for  the  occasion ;  that  the  mood  or  tone  must 
be  such  as  will  make  the  best  appeal  to  the  reader 
and  will  best  aid  the  secretary  in  getting  him  to 
do  what  the  writer  wants ;  that  the  character  or  per- 
sonality of  the  letter  must  be  of  the  kind  to  make 
the  deepest  impression  o.n  the  reader ;  and  that  the 
arguments  used  must  be  those  that  appeal  to  the 
reader. 

The  adaptation  in  language  consists,  first,  in  the 
use  of  such  words,  sentences,  and  paragraphs  as  are 
surely  within  the  comprehension  of  the  reader.  In 
answering  a  letter  written  on  a  mere  scrap  of  paper 
and  showing  the  illiteracy  of  the  correspondent,  the 
secretary  should  use  simple  words,  sentences,  and 
paragraphs.  Adaptation  in  language  also  means 
that  the  language  used  should  be  well  suited  to  the 
direct  purpose  of  the  letter.  Again,  since  the  pur- 
pose of  certain  letters  is  to  incite  action,  the  words, 


POINTS  ON  LETTER  WRITING         95 

sentences,  and  paragraphs  of  such  letters  should  be 
short,  sharp,  and  incisive.  If,  on  the  other  hand, 
the  secretary  is  answering  a  letter  of  complaint 
written  by  an  angry  man,  he  should  use  the  kind  of 
language  which  would  tend,  from  its  mere  type,  to 
soothe  and  allay  the  anger  of  the  complainant.  He 
would  use  long,  smooth  sentences  and  paragraphs, 
for  they  tend  to  soothe. 

Adaptation  in  mood  means  that  the  secretary 
should  adapt  himself  to  the  mood  of  the  reader.  If 
the  secretary  is  adjusting  some  difference,  he  should 
put  himself  into  a  friendly,  sincere,  and  sympathetic 
attitude  before  he  commits  his  thoughts  to  paper. 
If  the  reader  is  antagonistic,  the  secretary  must  be 
tactful  and  diplomatic.  One  object  of  the  secretary 
in  handling  such  letters  is  to  create  a  cooperative 
and  sympathetic  state  of  mind  and  not  to  stir  up  op- 
position or  resentment. 

Adaptation  to  the  character  or  personality  of  the 
reader  means  that  the  language  and  tone  of  the  com- 
position must  not  clash  with  the  known  characteris- 
tics of  the  prospective  reader  of  the  letter.  In  most 
cases  the  secretary  is  able  to  learn  of  the  character 
of  the  reader  from  his  letter.  He  may  know  it  from 
acquaintance  with  him,  from  his  business  position, 
his  nationality,  credit  rating,  or  from  many  other 
factors.  If  the  secretary  finds  by  analysis  that  the 
reader  is  conservative  in  character,  he  should  adapt 


96  THE  PRIVATE  SECRETARY 

the  tone  of  his  letter  to  the  character  of  the  reader 
and  make  the'  character  or  tone  of  his  letter  con- 
servative by  expressing  his  ideas  in  non-colloquial, 
formal,  and  dignified  language.  If  the  secretary 
finds  by  analysis,  however,  that  the  reader  is  pro- 
gressive, live,  and  up-to-date,  a  short,  brisk  appeal 
will  be  more  likely  to  make  a  good  impression.  In 
certain  cases,  the  character  of  the  employer  or  his 
business  will  govern  the  character  or  tone  of  the 
letter.  For  example,  letters  sent  out  from  firms 
like  banking  and  bond  houses  should  be  dignified 
and  conservative. 

Adaptation  or  adjustment  in  substance  means 
that  from  the  ideas  at  the  disposal  of  the  secretary, 
those  should  be  selected  and  used  that  are  closest 
to  the  reader's  experience  and  interests.  The  sec- 
retary should  sufficiently  understand  the  reader  to 
know  that  of  all  the  arguments,  appeals,  and  ideas 
that  may  be  used,  certain  ones  will  most  directly 
reach  the  reader.  The  secretary,  therefore,  should 
direct  his  persuasion  at  the  interests  that  govern 
the  reader  and  so  fit  his  appeals  to  these  specific  in- 
terests. 

Fundamental  qualities  in  Business  English 

A  careful  examination  of  the  correspondence, 
business  reports,  and  other  forms  of  composition, 
sent  out  by  the  best  business  housesT  has  revealed 


POINTS  ON  LETTER  WRITING         97 

the  fact  that  certain  qualities  are  common  to  all 
forms  of  good  Business  English.  These  qualities 
are  five  in  number :  clearness,  courtesy,  conciseness, 
correctness,  and  character. 

Of  all  these  qualities  or  characteristics  of  Busi- 
ness English,  with  the  possible  exception  of  the 
quality  of  correctness,  the  reader  and  not  the  writer 
is  the  judge.  This  fact  can  be  easily  understood 
from  an  explanation  of  the  matter  of  clearness.  In 
many  cases  the  secretary  thinks  that  his  letter  is 
clear ;  but  yet  the  reader  is  unable  to  understand  it. 
It  is  not  what  the  secretary  thinks  about  his  mes- 
sage that  counts  so  much  as  what  the  reader  thinks. 
Letters  that  the  secretary  intended  to  be  courteous 
may  appear  discourteous  to  the  reader. 

The  quality  of  clearness 

The  first  quality  of  importance  in  a  business  com- 
position is  that  of  clearness,  for  the  purpose  of 
the  composition  is  to  convey  a  certain  message  to 
the  reader.  Business  men  realize  the  importance  of 
clearness ;  they  have  had  it  brought  home  to  them  so 
often  in  matters  of  disagreements  and  misunder- 
standings. It  is  obvious  that,  if  a  business  composi- 
tion is  not  clear  and  does  not  convey  its  idea  to  the 
reader  on  the  first  honest  reading,  it  is  likely  to  be 
a  financial  loss,  for  few  readers  will  take  the  time 
to  study  out  what  the  writer  had  in  mind  when  he 


98  THE  PRIVATE  SECRETARY 

wrote  it.  Clearness  is  obtained  by  clear  thinking 
and  by  simple  and  precise  expression. 

A  composition  is  said  to  have  the  quality  of  clear- 
ness when  the  ideas  are  so  expressed  that  the  ordi- 
nary reader  need  exert  little  mental  effort  to  un- 
derstand them  and  cannot  misunderstand  them. 
Clearness,  in  other  words,  recognizes  the  law  of 
economizing  the  reader's  attention.  Herbert  Spen- 
cer's idea  of  this  law  may  be  expressed  as  follows : 
Every  one  at  a  given  moment  has  a  certain  amount 
of  power  of  attention.  Accordingly,  whatever  part 
of  this  power  is  used  upon  the  form  of  the  message 
must  be  deducted  from  the  total ;  the  remainder  is 
left  to  comprehend  the  message  itself.  Those  word 
combinations  therefore  are  best  which  require  the 
least  energy  for  the  comprehension  of  their  meaning. 

The  quality  of  clearness  is  violated  in  three  com- 
mon ways :  by  ambiguity,  by  vagueness,  and  by  ob- 
scurity. 

Ambiguity  means  that  a  statement  admits  of 
more  than  one  meaning.  As  a  result  of  this  double 
meaning  the  reader  is  very  likely  to  take  a  wrong 
understanding  of  the  idea.  The  writer  should  take 
care  that  his  statements  can  be  understood  in  but 
one  way.  He  should  first  think  clearly  and  then 
write  precisely. 

Vagueness  means  that  the  statement  is  not  defi- 
nite in  meaning.  Although  not  meaningless,  it  is 


POINTS  ON  LETTER  WRITING         99 

likely  not  to  convey  much  meaning.  The  reader 
gets  a  meaning,  but  it  is  not  the  writer's  entire  and 
exact  meaning.  Circumstances  determine  vague- 
ness to  a  great  extent.  For  example,  if  in  answer 
to  a  letter  that  asks  what  time  an  appointment  can 
be  made  the  following  is  sent,  it  would  be  said  to 
be  vague :  "  I  think  that  perhaps  I  may  be  able 
to  make  the  appointment  with  you  very  soon." 
Vagueness  is  caused  by  the  use  of  inexact  and  un- 
specific  words  and  expressions.  This  fault  may  be 
avoided  by  making  the  thought  exact  and  specific, 
and  by  using  exact  and  specific  words  to  express 
it. 

Obscurity  means  that  a  statement  is  not  readily 
understood,  although  by  careful  re-reading  and 
study  the  reader  may  finally  understand  what  the 
writer  intended  to  say.  Few  compositions  in  Busi- 
ness English,  however,  are  usually  considered  im- 
portant enough  for  a  second  reading.  In  fact, 
many  readers  have  neither  the  time  nor  the  dis- 
position to  re-read  a  message. 

Clearness,  therefore,  exists  if  the  combination  of 
words  used  to  express  the  thought  carries  to  the 
reader  definitely  and  unmistakably  the  thought  of 
the  writer.  Clearness  is  secured  by  constantly 
working  for  it.  The  writer  should  ask  himself, 
"Just  what  do  I  mean?"  "Do  these  words  say 
exactly  what  I  mean?  "  "  Do  they  say  anything  I 


100  THE  PRIVATE  SECRETAEY 

do  not  mean?  "     The  secretary  should  be  critical  of 
his  own  work. 

The  quality  of  courtesy 

Courtesy  means  that  the  writer  should  have  a 
due  regard  for  the  point  of  view  of  the  reader. 
The  writer  must  acquire  the  ability  to  put  himself 
in  the  reader's  place  and  to  view  his  own  letter 
through  the  reader's  eyes.  Curtness,  snappishness, 
and  impoliteness  should  be  avoided.  The  "  You  " 
attitude  should  be  used.  The  writer  should  be 
courteous  and  show  that  he  has  a  sincere  regard  for 
his  reader. 

Discourteous : 

Dear  Sir: 

I  have  not  heard  from  you  in  regard  to  my  last  letter. 
What 's  the  matter  with  you  anyway !  Don't  you  think  I  am 
in  a  hurry  for  an  answer? 

Very  truly  yours, 

Better : 

Dear  Sir: 

I  have  as  yet  received  no  word  from  you  in  regard  to*  my 
letter  of  January  24.  Won't  you  kindly  look  up  the  matter 
and  let  me  know  about  it  as  soon  as  possible  1 

Very  truly  yours, 

Curtness  is  a  milder  form  of  discourtesy,  but  it 
is  harmful  to  good  business.  It  is  usually  brought 


POINTS  ON  LETTER  WRITING        101 

about  unconsciously  by  the  reader's  striving  for 
conciseness  of  expression.     Examples : 

Dear  Sir: 

Yours  of  the  15th  to  hand.    I  cannot  answer  it  to-day. 

Yours,  etc. 

In  this  particular  example  the  discourtesy  can  be 
changed  to  courtesy  by  a  more  adequate  considera- 
tion of  the  letter  and  by  the  use  of  several  polite 
phrases. 

Dear  Sir: 

In  reply  to  your  letter  of  January  15  in  regard  to  renew- 
ing the  lease  for  83  Western  Street,  I  am  sorry  to  inform  you 
that  Mr.  Ackers  is  out  of  town.  I  shall  be  glad  to  let  you 
know  of  his  decision  upon  his  return. 

Yours  truly, 

Letters  to  women  —  who  for  the  most  part  are  un- 
used to  the  short,  snappy  letters  of  business  — 
should  be  carefully  watched  for  the  fault  of  curt- 
ness.  Women  very  easily  take  offense  at  any  ab- 
ruptness in  tone. 

Courtesy  does  not,  as  many  consider  it,  consist 
only  of  polite  terms  and  phrases.  Many  a  letter 
that  has  polite  phrases  scattered  throughout  is  dis- 
courteous. Politeness  is  merely  a  veneer.  Cour- 
tesy goes  deeper.  It  is  a  sincere  regard  for  the  other 
man  —  the  reader.  Formal  phrases  of  politeness 
can  in  no  way  take  the  place  of  true  courtesy.  In- 


102          THE  PRIVATE  SECRETARY 

deed,  such  an  expression  as  "  Thanking  you  in 
advance"  is  actually  discourteous,  as  it  discounts 
the  value  of  the  favor  asked.  "  Dictated  but  not 
signed "  also  savors  of  discourtesy.  Do  not  use 
such  expressions. 

A  violation  of  courtesy  may  arise  from  the  dis- 
courteous treatment  given  to  a  letter.  The  secre- 
tary should  not,  for  example,  scribble  the  answer  on 
the  original  letter  and  mail  it  back.  It  suggests 
that  he  considered  the  letter  so  unimportant  that  he 
did  n't  care  to  keep  it.  Such  an  act  is  likely  to  be 
resented. 

The  quality  of  conciseness 

The  quality  of  conciseness  is  a  good  example  of 
the  fact  that  the  reader  is  the  judge  of  the  qualities 
that  a  letter  possesses  and  that  all  qualities  are  rela- 
tive. A  letter  that  is  considered  concise  by  the  busi- 
ness man  might  be  considered  curt  by  a  woman. 
True  conciseness  in  Business  English  is  a  matter  of 
adaptation  to  the  reader.  This  much  about  concise- 
ness is  certain :  the  thoughts  and  ideas  of  the  writer 
should  be  expressed  in  as  few  words  as  will  convey 
the  message  unmistakably  to  the  reader.  Words 
that  do  not  help  to  carry  the  message  merely  serve 
to  clog  the  thought.  Conciseness  means  that  the 
ideas  are  expressed  briefly,  but  still  with  gram- 
matical completeness. 


POINTS  ON  LETTER  WRITING        103 

Two  common  faults  arise  from  the  attempt  to 
secure  conciseness:  (1)  grammatical  incomplete- 
ness of  sentences,  and  (2)  curtness  or  snappishness 
in  tone.  Grammatical  incompleteness  arises  if  the 
writer,  in  a  mistaken  attempt  to  secure  brevity  of 
expression,  omits  the  subject  of  the  sentence,  a  part 
of  the  verb,  or  some  other  important  element  that  is 
needed  to  complete  the  grammatical  construction 
of  the  sentence.  Such  omissions  cause  ambiguity, 
obscurity,  and  hence,  instead  of  hastening  the  com- 
prehension of  the  thought,  impede  it.  In  telegrams, 
cablegrams,  and  the  like,  the  message  is  expressed 
in  the  fewest  words  compatible  with  clearness. 
Grammatical  completeness  may  be  prevented  by 
cost. 

Example:  SHIP  FAST  FREIGHT  THIRTY 
NUMBER  EIGHTEEN  BOATS 
FIVE  MODEL  ENGINES. 

The  other  fault  brought  about  by  a  mistaken  idea 
of  conciseness  is  that  of  curtness  or  snappishness  of 
tone.  The  message  is  expressed  in  as  few  words  as 
possible  to  convey  the  message,  but  in  certain  cases 
the  reader  receives  a  disagreeable  impression  from 
its  tone. 

The  quality  of  correctness 

The  quality  of  correctness  is  present  if  the  me- 


104  THE  PRIVATE  SECRETARY 

chanical  form  of  the  composition  is  in  accord  with 
the  rules  of  mechanical  make-up,  if  the  language  is 
in  accord  with  the  usage  of  good  modern  writers, 
and  if  the  technic  —  the  execution  of  the  composi- 
tion —  is  correct  from  the  business  point  of  view. 

At  the  first  meeting,  a  man  is  judged  by  his  per- 
sonal appearance  —  his  clothes,  his  looks,  and  so 
on  —  and  by  his  speech.  Many  of  these  snap  judg- 
ments based  on  a  man's  appearance  have  been  er- 
roneous —  but  it  takes  much  to  change  a  first  im- 
pression—  especially  if  that  first  impression  be  a 
poor  one.  So  it  is  that  the  person  or  concern  pre- 
senting a  business  message  to  one  reader  or  a  hun- 
dred thousand  readers  cannot  afford  to  allow  the 
mechanical  make-up  —  the  dress1  —  of  the  message 
to  make  a  poor  impression.  The  appearance  of  the 
composition  must  be  good.  Correct  dress  com- 
mands a  certain  amount  of  respect  and  atten- 
tion. 

The  mechanical  make-up  deals  with  externals; 
that  is,  the  margins,  the  typing,  the  placing  of  the 
matter  on  the  page,  and  so  on  —  whether  it  be  a 
letter,  report,  or  other  form  of  business  composi- 
tion. Correctness  of  the  dress  of  a  letter  is  a  mat- 
ter determined  by  usage  —  present-day  usage.  Be- 
cause of  its  long  and  constant  use,  the  letter  has 
become  more  or  less  conventionalized  as  to  form,  but 
certain  parts  of  the  letter  have  changed.  The  slid- 


POINTS  ON  LETTEE  WKITING        105 

ing-off,  participial  ending  of  sixty  years  ago  was  as 
follows : 

Assuring  you  of  our  great  pleasure  in  having  been  given 
this  opportunity  to  serve  you,  allow  us  to  subscribe  our- 
selves as 

Your  faithful  and  humble  servants, 

John  Jones  &  Company. 

Such  a  complimentary  close  would  now  be  judged 
incorrect  because  of  its  not  being  in  conformity 
with  the  present-day  custom  of  the  best  business 
houses.  To  be  in  correct  mechanical  make-up,  the 
letter  must  conform  with  present-day  usage.  What 
this  usage  is  and  by  whom  it  is  decided,  are  ques- 
tions that  naturally  arise.  Usage,  it  may  be  said, 
is  the  practice  of  the  majority  of  the  best  authori- 
ties. Usage,  however,  like  fashion,  is  constantly 
changing.  What  was  correct  yesterday  may  not  be 
correct  to-day;  what  is  correct  to-day  may  not  be 
correct  to-morrow.  Not  many  years  ago  the  script 
letterhead  was  in  vogue;  nowadays  simple  Roman 
type  is  preferred. 

A  man  is  judged  by  his  speech.  If  that  be  crude 
and  ungrammatical  the  speaker  stands  condemned. 
Faults  in  speech  are  by  no  means  so  glaring  as 
faults  in  writing,  for  in  the  latter  case  faults  are 
in  a  lasting  form  so  that  all  may  see  and  laugh. 
The  secretary  cannot  afford  to  be  misjudged  —  he 
cannot  afford  to  send  out  letters  that  have  errors  in 


106  THE  PRIVATE  SECRETARY 

grammar,  punctuation,  or  spelling.  If  he  -does  send 
out  such  letters,  he  lowers  himself  and  his  employer 
in  the  estimation  of  the  men  with  whom  he  deals. 
Bad  grammar,  therefore,  is  wrong  from  the  business 
standpoint  not  so  much  because  it  is  liable  to  render 
the  message  obscure,  as  because  it  lowers  the  user 
in  the  eyes  of  the  reader,  and  this  means  loss  in 
business  results. 

Correct  grammar  passes  unnoticed,  as  it  should, 
for  it  is  expected.  Bad  grammar,  since  it  attracts 
attention  to  itself,  distracts  the  reader  from  the 
message  and  gives  him  an  unfavorable  impression 
both  of  the  writer  and  of  the  proposition.  Correct- 
ness in  language  is  a  matter  of  usage  —  the  practice 
of  the  majority  of  the  best  writers. 

The  mechanical  make-up  and  the  language  are  ex- 
ternal matters.  The  execution  of  the  composition 
deals  with  internals.  Correctness  in  executing  a 
letter  or  advertisement  is  a  matter  that  concerns  the 
correct  solution  of  the  business  problem  involved 
(this,  of  course,  involves  the  use  of  correct  facts  and 
ideas)  ;  in  other  words,  correctness  of  execution  is 
a  matter  of  internals  —  of  the  ideas  that  are  used. 
A  business  composition  is  correct  in  execution, 
therefore,  if  it  conforms  in  construction  with  the 
technic  that  has  been  found  to  be  the  best  for  re- 
sults and  if  it  is  accurate  in  its  ideas  and  facts. 


POINTS  ON  LETTER  WRITING        107 

The  quality  of  character 

In  importance  second  only  to  the  quality  of  clear- 
ness is  the  quality  of  character,  which  is  far  rarer 
than  clearness.  Character  means  that  the  composi- 
tion is  distinctive  either  because  of  the  writer's  per- 
sonality or  because  of  a  certain  tone,  style,  or  qual- 
ity which  the  secretary  consciously  or  unconsciously 
puts  into  his  composition.  Since  a  large  majority 
of  business  compositions  are  characterless,  the  com- 
position that  has  character  secures  more  than  ordi- 
nary attention.  The  secretary  imparts  his  char- 
acter to  the  writing  as  much  as  he  impresses  his 
personality  on  the  person  with  whom  he  talks.  In 
reading  a  letter  that  has  character,  the  reader  feels 
as  if  he  were  listening  to  the  real  talk  of  a  real  per- 
sonality and  not  to  the  mechanical  jargon  of  a 
mechanical  correspondent.  Many  business  com- 
positions have  the  four  other  qualities,  but  few  have 
the  quality  of  character.  Hence,  the  composition 
that  has  character  stands  out  over  all  other  com- 
positions and  commands,  receives,  and  holds  the 
reader's  interest.  This  distinctiveness  results  in 
the  securing  of  a  favorable  impression  of  both  the 
message  and  the  writer.  The  quality  of  character 
is  an  essential  of  effective  business  compositions. 

Character,  however,  does  not  mean  eccentricity 
or  oddity  in  expression.  It  is  not  to  be  secured  by 


108  THE  PRIVATE  SECRETARY 

posing.  Rather  is  it  the  personality  of  the  secre- 
tary injected  into  his  writing  and  adapted  to  the 
reader.  Such  a  writer  expresses  his  idea  not  by 
means  of  mechanical  expressions  but  by  means  of 
individual  expressions. 

If  the  secretary  wants  to  secure  character  for  his 
compositions  he  must  first  break  away  from  the 
habit  of  using  the  worn-out  phrases  that  are  com- 
mon in  commercial  correspondence.  His  next  step 
should  be  to  express  his  ideas  and  thoughts  in  a 
natural  way  —  simple,  direct,  and  exact.  He 
should  write  just  as  he  thinks. 

Business  English  style 

In  literary  circles  the  conception  of  style  is  that 
it  is  the  individuality  of  the  writer  as  shown  in  his 
expression.  Buffon's  famous  definition  "  le  style 
est  de  rhomme  meme"  (style  is  of  the  man  him- 
self) is  the  accepted  one  generally.  This  definition, 
however,  is  inadequate  for  the  writer  of  Business 
English,  for  it  takes  into  account  merely  the  writer, 
only  one  element  of  the  three  that  affect  every  piece 
of  composition  —  the  writer,  the  subject,  and  the 
reader.  Style,  in  Business  English,  does  not  mean 
simply  the  expression  of  the  writer's  individuality. 
By  far  a  better  definition  for  style  in  Business  Eng- 
lish is :  Style  is  the  writer  in  the  right  relation  to 
his  subject  and  his  reader.  The  message  must  be 


LETTER  WRITING 

suited  to  the  reader^the  subject,  and  the  standing 
of  the  writer  or  business  house.  Of  these  three,  the 
reader  is  usually  the  most  important. 

The  writer  of  Business  English  should  forget 
about  his  personal  style,  about  himself,  and  should 
think  of  the  reader  that  he  is  desirous  of  reaching. 
He  should  find  the  ideas  that  will  appeal  to  him,  the 
language  that  he  can  understand,  and  the  action 
that  he  can  be  induced  to  take.  Business  English 
style,  therefore,  must  be  suited  to  the  reader.  The 
reader  must  be  made  to  read,  understand,  and  to 
react.  In  addition  it  should  be  suited  to  the  sub- 
ject. The  less  style  in  the  sense  of  literary  style 
that  the  secretary  has  the  better.  Certainly  he 
should  have  .no  mannerisms.  He  should  have  suffi- 
cient versatility  and  adaptability  to  suit  his  mes- 
sage to  the  reader,  the  subject,  and  the  employer  — 
and  forget  himself. 

The  qualities  of  a  good  .Business  English  style, 
considered  above  under  the  names  of  Clearness,  Cor- 
rectness, Courtesy,  Conciseness,  and  Character,  may 
be  grouped  under  two  heads  —  distinctiveness  or 
force,  and  ecpnomy. 

1.  Distinctiveness  Js  necessary  in  order  -that  the 
message  may  stand~6ut  from  other  messages  and 
impress  the  reader  with  its  individuality. 

2.  Economy  is  necessary  in  order  that  the  mes- 
sage may  'Hold  the  reader's  attention  throughout. 
The  message  should  be  so  written  that  as  little  men- 


110  THE  PRIVATE  SECRETARY 

tal  strain  as  possible  is  put  upon  the  reader.  Econ- 
omy of  attention  is  secured  if  the  message  is  clear, 
concise,  and  correct. 

How  to  learn  to  write  Business  English 

• 

Good  business  writing  is  simply  the  encourage- 
ment of  right  habits  —  the  fixing  of  good  habits  un- 
til they  become  a  part  of  one's  nature  and  are  exer- 
cised automatically.  Four  points,  therefore,  should 
be  remembered  in  learning  how  to  write  Business 
English :  > 

I  —  The  composition  is  judged  by  results;  not  by 

critical  standards  of  form. 

II  —  The  message  is  conveyed  to  the  reader  only 
if  you  have  him  in  mind  and  sincerely 
adapt  yourself  to  him. 

111  —  Learn  the  qv  that  successful  letters 

have  and  know  how  to  obtain  them. 
IV  —  Practice  and  Experience. 


CHAPTER  V 

THE  MECHANICAL  MAKE-UP  OF  THE 
LETTER 

IN  answer  to  the  soft  warning  of  the  buzzer, 
Frank  Campbell  ceased  his  dictating  to  his  stenog- 
rapher and  with  the  remark,  "  I  '11  be  back  in  a 
moment,  Miss  Ray,"  hastened  into  his  chief's  private 
office. 

Mr.  Forbes  was  just  finishing  the  signing  of  his 
letters  and  looked  up  with  a  pleased  expression. 

"  I  did  n't  notice  that  we  had  a  new  stenographer. 
She  does  good  work,"  remarked  the  president  of 
the  Forbes  Steel  Company. 

"Why,  we  haven't  a  new  stenographer,"  said 
Campbell  rather  puzzled. 

"  Well,  who  typed  these  letters?  "  questioned  Mr. 
Forbes.  "  They  appear  to  be  typed  in  a  different 
style  from  ordinary.  And  I  think  they  show  a  big 
improvement  in  appearance.  How  was  it  done?  " 

"  Miss  Ray  typed  them,  but  I  must  admit  the 
soft  impeachment  as  to  having  changed  the  style 
of  make-up/'  answered  Campbell.  "  I  have  been 

on  the  lookout  for  good-looking  letters.     I  have  also 

in 


112  THE  PRIVATE  SECRETARY 

consulted  several  books  at  the  Library  on  business 
letters.  Finally,  I  decided  to  make  a  change  in  the 
mechanical  make-up  of  our  letters.  I  showed  Miss 
Ray  what  I  wanted  and  after  several  trials  we  fixed 
our  standard  form  for  all  letters  that  go  from  this 
office.  I  had  copies  of  this  standard  form  made  and 
given  to  the  stenographers." 

"  That  ?s  good,"  said  Mr.  Forbes.  "  If  there  is 
anything  I  believe  in,  it  is  good-looking  letters. 

"  And  is  n't  this  a  new  letterhead?  "  he  added  as 
he  carefully  examined  the  letter  sheet. 

"  Yes,"  answered  the  private  secretary.  "  By  the 
time  the  supply  of  letterheads  gave  out,  I  had 
formed  in  my  mind  certain  ideas  of  what  our  letter- 
head ought  to  look  like  and  so  I  just  went  ahead 
and  had  this  new  one  engraved.  I  hope  you  like  it." 

"  I  do,"  said  Mr.  Forbes.  "  In  fact,  I  think  that 
the  letters  as  a  whole  show  a  marked  improvement. 
I  congratulate  you." 

A  standard  of  form  should  be  adopted 

There  are  two  reasons  why  the  private  secretary 
should  know  the  correct  mechanical  make-up  of  the 
letter :  first,  heJnmseJJLmay  be  called  upon  to  write 
letters,  in  which  case  he  must  know  the  correct 
forms  used  in  letter- writing ;  and,  second,  if  he  has 
stenogr^phejs,  he  must  be  able  to_criticize  their 
work. 


MECHANICAL  MAKE-UP  OF  LETTER   113 

Before  any  letters  are  sent  out  at  the  beginning 
of  his  service,  he  should  examine  previous  letters  to 
discover  what  has  been  the  office  standard  in  re- 
gard to  make-up.  This  form  he  should  use  until  he 
is  ready  to  adopt  and  put  into  effect  a  better  form. 
As  soon,  however,  as  he  has  decided  upon  the  me- 
chanical form  to  be  used,  he  should  make  copies  of 
it  so  that  both  he  and  the  stenographers  may  have 
some  standard  to  go  by. 

The  desirability  of  having  all  letters  that  leave 
the  office  conform  to  certain  rules  of  appearance  is 
readily  recognized.  If  letters  are  handled  by  three 
or  four  different  correspondents  and  typists,  there 
are  likely  to  be  three  or  four  different  styles  in  the 
make-up  of  letters  going  out  from  the  office.  Such 
a  state  of  affairs  is  by  no  means  satisfactory.  By 
adopting  a  uniform  policy  in  regard  to  the  make-up 
of  a  letter  and  by  impressing  upon  the  various 
typists  the  fact  that  these  rules  should  be  followed 
so  that  the  mechanical  arrangement  of  a  letter  may 
be  always  the  same,  the  secretary  will  secure  a 
definite,  standardized  form  of  letter. 

It  is  wise,  therefore,  for  the  secretary  to  devise  a 
manual  of  the  rules  that  are  to  cover  the  mechanical 
make-up  of  the  letter  in  its  various  forms.  The 
following  pages  on  the  mechanical  make-up  of  the 
letter  cover  the  most  important  usages  of  the  busi- 
ness offices  of  the  present  day.  The  secretary  can 


114  THE  PEIVATE  SECRETARY 

choose  those  rules  which  he  desires  to  make  use  of. 
These  rules  can  then  be  typed  out  and  a  copy  given 
to  each  correspondent  and  typist. 

The  outward  appearance  of  the  letter 

The  outward  appearance  of  a  letter  makes  the 
first  impression  on  the  reader.  It  is  important, 
therefore,  that  the  letter  shall  present  as  good  an 
appearance  as  possible  in  all  the  externals  that 
catch  the  reader's  eye,  such  as  arrangement,  typ- 
ing (or  handwriting),  paper,  and  so  on.  These 
externals  are  called  the  mechanical  make-up  of  a 
letter. 

In  many  cases  the  style  and  make-up  of  a  business 
letter  are  often  all  that  the  reader  has  to  guide  him 
as  to  the  standing  of  the  firm  or  person  with  whom 
he  is  dealing.  The  slovenly,  careless-looking  letter 
makes  a  poor  impression.  The  letter  that  is  cor- 
rect in  mechanical  make-up  inclines  the  reader  to 
be  favorably  disposed  to  the  message;  at  least  no 
unfavorable  impression  is  made  which  must  be  over- 
come by  the  message. 

A  part  of  the  first  impression  made  on  the  reader 
is  produced  by  the  paper  upon  which  the  message  is 
written.  Good  paper  stock  is  worth  a  high  price, 
not  because  it  pleases  the  concern  or  the  employer, 
but  because  it  influences  to  some  degree  the  man  to 
whom  the  letter  is  sent.  The  kind  of  paper  chosen, 


PERSONAL  LETTEEHEADS 
115 


116  THE  PRIVATE  SECRETAEY 

as  to  size,  color,  and  quality,  depends  upon  certain 
points. 

In  the  first  place,  it  depends  upon  the  person  or 
class  of  persons  to  whom  the.letterjtejjent,  for  in 
every  case  should  paper  be  selected  which  will  meet 
the  expectations  of  the  reader  in  regard  to  the  man 
from  whom  it  comes.  What  the  employer  thinks 
about  his  stationery  is  not  so  important  as  what 
the  recipients  think.  In  the  second  place,  the-teid 
of^paper-  used  depends  upon  the_nalu££->and  the 
standing  of  the  business  and  upon  the  type  of  posi- 
tion held  by  the  employer.  It  certainly  would  be  a 
grievous  mistake  if  the  letters  coming  from  the  office 
of  a  president  of  a  large  bank  were  written  on  poor, 
cheap  paper.  For  ordinary  business  corpespond- 
ence  the  paper  used  is  a  sheet  8%  x  11  inches,  to  fit 
the  standard  envelope  6%  x  3%  inches.  The 
paper  should  be  unruled  and  preferably  white  or  of 
some  light  tint.  Bond  papers  are  extensively  used. 
Half  sheets  should  not  be  used,  for  the  saving 
in  cost  does  f  not  compensate  for  the  impression 
of  parsimony  [that  is  made  on  the  reader  of  the 
letter. 

The  printed  heading 

The  business  letterhead  gives  the  name  of  the  em- 
ployer or  his  firm,  the  address,  sometimes  the  na- 
ture of  the  business,  and  it  may  also  contain  the 


xzifrzzxazx. 

)x  MUTUAL  LIFE  INSURANCE  COMPANY 


AMERICAN  WRITING  PAPER  Co. 

HOLYOKZ.MASS 


THF  NEW YOR1C EDISON  COMPANY 


THC  VoGutlTt  COM  PAN 


I 


AMIRICAK  HOMES  S  GARDEH.S 


I 


BUSINESS  LETTERHEADS 


117 


118          THE  PRIVATE  SECRETARY 

telephone  number  and  other  essential  information. 
Seldom  should  it  contain  such  unessential  facts  as 
pictures  of  the  products  or  of  the  buildings  of  the 
firm  and  long  lists  of  directors,  for  the  heading  is 
not  the  essential  part  of  the  letter  —  the  typed  mat- 
ter is.  Thejsimpler  the  letterhead,  the  better  chance 
has  the  message  in  the  body  of  the  letter  to  secure 
the  undivided  attention  of  the  reader.  Nor  should 
the  printed  heading  occupy  more  than  one  fifth  of 
the  sheet.  It  should  not  extend  down  the  margins 
for  advertising  purposes.  As  a  general  rule,  it  may 
be  said  that  letterheads  printed  in  script  are  not  in 
harmony  with  the  typewritten  letter. 

The  letterhead  may  be  lithographed,  engraved,  or 
printed.  The  color  should  usually  be  black.  Other 
colors  are  sometimes  effectively  used,  but  black  ink 
on  white  paper  is  the  safe  and  correct  form.  One 
style  of  type  in  the  heading  is  much  preferred  to  an 
assortment  of  styles  of  type.  A  rectangular  shape 
of  printed  heading  is  in  harmony  with  the  shape  of 
the  letter  sheet. 

The  written  heading 

When  the  heading  is  written  ~by  hand,  it  is  placed 
at  the  top  of  the  letter  sheet,  close  to  the  right-hand 
margin.  It  contains  the  street  address,  city  ad- 
dress, state  address,  and  also  the  date.  The  ex- 
ample below  will  illustrate; 


MECHANICAL  MAKE-UP  OF  LETTEE     119 

18  Prospect  Street,  / 
Hartford,  Conn.,  / 
August  15,  1915.  I 

It  is  a  practice  of  some  to  omit  punctuation  at  the 
ends  of  the  several  lines  of  the  written  heading.  In 
fact,  it  is  coming  into  common  usage. 

It  is  better  never  to  abbreviate  the  name  of  the 
State  when  the  abbreviation  is  likely  to  be  con- 
fused with  the  abbreviation  of  another  State.  In- 
stead of  writing  St.  Joseph,  Mo.,  the  secretary 
should  write  St.  Joseph,  Missouri,  for  Mo.  might 
easily  be  mistaken  for  Me.  (Maine).  Ga. 
(Georgia)  could  easily  be  read  as  Pa.  (Pennsyl- 
vania). This  fact  is  especially  true  of  letters  in 
handwriting. 

No  word  or  sign  should  be  placed  before  the  street 
number.  In  $45  West  Ninth  Street,  the  sign  before 
the  number  should  be  omitted  and  in  No.  J}5  West 
Ninth  Street,  the  No.,  for  number,  should  also  be 
omitted. 

The  date  should  consist  of  the  month,  the  num- 
ber of  the  day,  and  the  number  of  the  year.  Do 
not  use  a  number  for  the  month  and  do  not  ab- 
breviate the  year.  Instead  of  writing  8-9-15  or 
8/9 /'15,  the  secretary  should  write  August  9, 
1915.  Although  at  first  glance,  the  use  of  the  num- 
ber of  the  month  and  the  abbreviated  number  of  the 
year  seems  to  be  more  efficient  than  the  use  of  the 


120  THE  PRIVATE  SECRETARY 

month  written  out,  nevertheless  the  reader  is  often 
confused  and  loses  time  in  trying  to  find  out  exactly 
what  month  is  meant.  In  some  European  countries 
8-9-' 15  would  be  read:  September  8,  1915.  The 
number  of  the  day  should  not  be  followed  by  nd, 
rdy  sty  or  th.  In  other  words,  do  not  write  August 
8th;  write  August  8.  When  reference  is  made  in 
the  body  of  the  letter  to  a  date,  either  form  is  cor- 
rect. In  ordinary  business'letters  the  numbers  and 
the  date  should  not  be  written  out  in  full,  as  Decem- 
ber nineteen,  Nineteen  hundred  and  fifteen.  In  cer- 
tain cases,  however,  as  in  official  letters,  the  date  is 
spelled  out  to  secure  greater  formality  or  to  secure 
a  better  appearance  for  the  letter. 

The  entire  heading,  even  though  it  be  short, 
should  not  be  written  on  one  line.  It  is  better  to 
use  three  lines  with  the  date  on  a  separate  line. 

The  inside  address 

The  name  and  address  of  the  person  to  whom  the 
letter  on  a  business  matter  is  directed  is  placed  at 
the  left-hand  side  of  the  letter  sheet  below  the 
heading,  and  about  one  inch  from  the  edge  of  the 
sheet.  Its  distance  below  the  heading  depends  upon 
the  amount  of  typed  matter  that  is  to  go  upon  the 
sheet  and  also  upon  the  method  of  arranging  that 
matter.  Two  forms  are  used ;  the  straight  edge,  or 
the  slanting-in  (encelon)  form,  as  follows : 


MECHANICAL  MAKE-UP  OF  LETTER      121 

Mr.  George  L.  Scott, 
415  Wabash  Avenue, 
Chicago,  111. 

or 

Mr.  George  L.  Scott, 

415  Wabash  Avenue, 
Chicago,  111. 

The  inside  address  contains  the  name  of  the  per- 
son or  of  the  firm  and  the  address.  The  address 
consists  of  the  street  and  number,  and  the  city  and 
the  State.  In  certain  cases  the  State  is  not  needed 
and  may  be  omitted.  Indeed,  in  some  cases  the 
street  address  need  not  be  given,  but  the  best  usage 
is  to  include  it.  Punctuation  may  or  may  not  be 
placed  at  the  ends  of  the  various  lines  of  the  inside 
address. 

Courtesy  and  conformity  with  custom  demand 
that  some  title  precede  the  name  of  the  person  or 
firm.  Among  the  commonest  titles  are  Mr.,  Mrs., 
Miss,  Messrs.,  Dr.,  Honorable,  Reverend,  Professor. 
The  title  Esq.  (Esquire)  follows  the  name  of  a  man. 
In  the  United  States,  however,  the  use  of  this  title 
is  rapidly  going  out  of  custom.  When  it  is  used, 
the  title  Mr.  should  be  omitted.  Do  not  write  Mr. 
Harry  L.  Morgan,  Esq.,  but  Harry  L.  Morgan,  Esq., 
or  Mr.  Harry  L.  Morgan.  The  latter  form  is  pref- 
erable. 


122          THE  PEIVATE  SECRETARY 

The  title  Miss  is  not  considered  an  abbreviated 
form  and  is  therefore  not  followed  by  a  period.  The 
title  Messrs,  is  an  abbreviation  of  Messieurs.  A 
common  error  is  to  write  Messers.  or  Mess.  It 
should  be  noted  that  Messrs,  is  used  as  a  title  in 
addressing  two  or  more  persons  engaged  in  business 
under  a  firm  title,  but  is  not  used  when  addressing 
under  an  impersonal  corporation  title;  i.  e.,  the 
partnership  of  Lewis  and  Hyde  should  be  addressed 
Messrs.  Lewis  and  Hyde,  or  Lewis  &  Hyde,  but  the 
United  States  Steel  Corporation  should  not  be  ad- 
dressed Messrs.  United  States  Steel  Corporation, 
but  United  States  Steel  Corporation. 

Such  initials  as  Ph.D.,  M.A.,  etc.,  and  titles  such 
as  President,  Secretary,  Cashier,  etc.,  follow  the 
name  of  the  person  addressed ;  as  Prof.  Walter  Dill 
Scott,  Ph.D.,  Northwestern  University. 

Salutation 

The  complimentary  address  at  the  beginning  of  a 
letter  is  called  the  salutation.  In  business  letters 
it  is  practically  limited  to  four  forms :  Dear  Sir, 
Gentlemen,  Dear  Madam,  and  Ladies  or  Mesdames. 
Dear  Madam  is  used  in  addressing  a  woman, 
whether  married  or  unmarried.  More  formality  is 
shown  by  the  use  of  the  salutation  My  dear  Sir  or 
My  dear  Madam.  Note  that  the  first  letter  of  the 
second  word  is  not  a  capital.  In  exceptional  cases-, 


MECHANICAL  MAKE-UP  OF  LETTER     123 

as  in  writing  to  government  officials,  the  plain  and 
highly  formal  Sir  is  used.  If  the  writer  is  person- 
ally acquainted  with  the  addressee  or  has  corre- 
sponded with  him  before,  he  may  use  My  dear  Mr. 
Jones  or  Dear  Mr.  Jones. 

The  salutation  should  be  written  flush  with  the 
left-hand  margin  and  in  alignment  with  the  first 
line  of  the  address.  It  occupies  a  line  by  itself. 
Either  of  the  following  forms  is  correct: 

Brooks  Brothers,  Brooks  Brothers, 

44th  Street,  44th  Street, 

New  York  City.  New  York  City. 

Gentlemen :  Gentlemen : 

The  salutations  Dear  Friend,  and  Dear  Miss, 
should  not  be  used.  Nor  should  the  abbreviation 
Messrs,  be  used  as  a  salutation.  Do  not  write : 

Rogers  Peet  Co., 
515  Broadway, 
New  York  City. 

Messrs. : 

The  correct  form  is: 

Rogers  Peet  Co., 
515  Broadway, 
New  York  City. 

Gentlemen : 

Dear  Sirs  has  of  recent  years  become  obsolete. 
In  the  addressing  of  such  firms  as,  for  example, 


Trie  SWMS  PROMTS  CO/ttPARY 

50  C/WRCM  STREET      ...  REWYORK 


JUly  12.  1916 


to-.  K.  C.  Cannon. 

1306  Williamson  Building. 

Cleveland,  Ohio. 

DMT  Sin 

Because  of  my  abience  from  the  city.  I  have  bean  unable  to 
anwer  the  question  that  you  raised  In  your  letter  of  June 
24,  about  the  Ulnnte  Boo*.  I  hope  that  this  delay  will  not 
Inconvenience  you. 

The  Minute  Book  w»§  tent  from  He*  Tork  on  June  22  by  Adam* 
Express.  It  could  hardly  have  reached  you  by  the  time  you 
nailed  your  letter.  By  this  tins  you  probably  have  received 
It.  If,  however,  you  have  not  received  It,  let  me  know  and 
I  will  have  It  traced.  I  am  enclosing  two  carbon*  of  letters 
that  will  be  of  Interest  to  you. 

Yours  very  truly. 


AEKANGEMENT  FOB  BUSINESS  LETTER 
(Block  Form) 


124 


THE  SWMS  PROMTS  COMPARY 

SO  CHVRCA  STREET  •  •     REU/YORK 


July  12.  1916. 


Mr.  H.  C.  Cannon, 

1306  tllllanwm  Building. 
Cleveland,  Ohio. 

DMT  Sir, 

B«o»u»a  of  ngr  absence  from  the  oity,   I  have  bean  un- 
able to  answer  the  question  that  you  raised  In  your  letter  of 
June  24.  about  the  Vlnute  Book.     1  hope  that  thle  delay  will 
not   Inconvenience  you. 

The  Minute  Book  was  eent  from  Hew  Tork  on  June  22  by 
adaas  Expreas.      It  could  hardly  have  reached  you  by  the  time 
you  mailed  your  letter.     By  this  time  you  probably  hare  re- 
ceived It.     If,  however,  you  have  not  received  It,  let  me  know 
•nd  I  will  have  It  traced.     I  ara  enclosing  two  carbons  of  letter 
that  will  be  of  Interest  to  you. 

Tours  very  truly. 


Jlffl 
RMJ 
2  tads. 


AEBANGEMENT  FOB  BUSINESS  LETTER 
(Old  Form) 


125 


126  THE  PRIVATE  SECRETARY 

John  Wanamaker  or  John  Butler,  Inc.,  the  correct 
salutation  is  Gentlemen,  because  these  names  are 
the  names  of  the  firms  and  not  of  the  individuals. 
Such  a  salutation  is  the  correct  form  also  if  the  cor- 
poration or  firm  is  composed  of  men  and  women. 

Never  should  a  name  alone  be  used  as  a  salutation 
(except  in  communications  between  persons  in  the 
same  office).  Example: 

Wrong:     Mr.  Frederick  Adams: 

Will  you  let  me  know  .  .  . 

Right :    My  dear  Mr.  Adams : 

Will  you  let  me  know  .  .  . 

Such  abbreviated  forms  as  D'r  (Dear),  Gents, 
S'r  (Sir),  should  be  avoided. 

The  salutation  is  followed  by  a  colon,  or  a  comma ; 
never  by  a  semi-colon.  The  dash  is  unnecessary. 

The  body  of  the  letter 

Before  the  letter  is  typed  or  written  the  typist 
or  writer  should  judge  the  amount  of  material  that 
is  to  go  on  the  sheet  and  plan  for  the  space  ac- 
cordingly. The  stenographer,  before  beginning  to 
type,  should  always  glance  over  his  notes  and  judge 
the  amount  of  space  that  will  be  required.  If  such 
a  plan  is  followed  the  typed  matter  can  be  placed 
to  best  advantage  on  the  letter  sheet.  The  margins 
at  the  sides  should  be  made  deep,  provided  the 


MECHANICAL  MAKE-UP  OF  LETTER     127 

letter  is  short,  because  a  short  letter  will  occupy 
little  space  and  this  space  should  be  as  nearly  in 
the  center  of  the  page  as  possible.  The  beauty  or 
good  appearance  of  a  letter  is  usually  secured 
through  good  wide  margins  and  from  the  correct 
arrangement  or  placing  of  the  typed  matter  on  the 
letter  sheet.  The  marginal  arrangement  that  is 
most  effective  and  most  pleasing  to  the  eye  is  one 
that  has  the  widest  margin  at  the  bottom,  the  next 
widest  at  the  top,  and  the  sides  next. 

All  paragraphs  are  to  be  indented  an  equal  dis- 
tance from  the  margin,  say  ten  spaces  or  one  inch, 
regardless  of  the  length  of  the  salutation.  It  is 
also  wise  to  use  double  spacing  between  the  para- 
graphs. Some  firms  use  no  indention,  but  begin 
each  paragraph  flush  with  the  margin.  In  this 
case  paragraphs  are  indicated  by  double  or  triple 
spacing  between  the  paragraphs.  In  the  illustra- 
tions on  pages  124,  125,  and  137  may  be  seen  the 
correct  forms  of  the  typewritten  letter. 

If  the  letter  is  written  in  handwriting,  the  space 
between  the  paragraphs  should  be  double  that  be- 
tween other  lines. 

Complimentary  close 

The  complimentary  close  follows  the  body  of  the 
letter.  As  a  rule  it  begins  in  the  middle  of  the 
page  below  the  body  of  the  letter. 


128  THE  PEIVATE  SECRETAKY 

The  following  forms  are  most  used  in  business 
letters:  Yours  truly,  Truly  yours,  Very  truly 
yours,  Yours  very  truly,  Yours  respectfully.  Such 
abbreviations  as  Y'rs,  or  Resp'y  should  not  be  used 
in  the  complimentary  close ;  nor  should  Respectively 
be  written  for  Respectfully.  And  oblige  should  not 
be  used  in  place  of  a  complimentary  close. 

In  the  complimentary  close  only  the  first  word 
should  begin  with  a  capital.  The  proper  punctua- 
tion at  the  end  is  a  comma.  Such  expressions  as 
Believe  me,  I  beg  to  remain,  I  am,  I  remain,  etc., 
should  not  be  used,  for  they  are  unnecessary  and 
weaken  the  end. 

The  signature 

The  signature  follows  the  complimentary  close,  a 
little  below  and  directly  in  alignment  with  it  if  the 
block  or  straight  edge  form  of  letter  is  being  used. 
If  the  encelon  or  slanting-in  form  is  used,  the  signa- 
ture is  written  below  but  a  little  to  the  right  (see 
pages  124  and  125). 

In  letters  from  firms,  the  firm  name  should  be 
typewritten  and  below  it  should  come  the  written 
signature  of  the  person  directly  responsible  for  the 
letter.  Sometimes  his  signature  is  preceded  by  the 
word  By  and  followed  by  his  title  such  as  President, 
Secretary,  Cashier,  and  the  like.  This  title  is  also 
typewritten. 


MECHANICAL  MAKE-UP  OF  LETTER     129 

On  account  of  the  illegibility  of  many  signatures, 
some  business  houses  have  adopted  the  practice  of 
typing  the  name  of  the  writer  directly  under  the 
firm's  name  (see  page  124).  Below  this  the  writer 
signs  his  name.  This  assures  that,  in  an  answer- 
ing letter,  the  writer  of  the  first  letter  is  correctly 
addressed.  Unless  the  name  of  the  writer  appears 
in  the  printed  letterhead  it  is  best  to  sign  the  full 
name,  not  H.  Holt,  for  otherwise  Harry  Holt  might 
get  the  mail  that  Hobart  Holt  should  get.  Illegible 
signatures  are  the  cause  of  many  misdirected  let- 
ters. The  secretary  should  make  sure  that  his  sig- 
nature can  be  easily  and  correctly  read. 

The  signature  of  the  writer,  if  a  man,  should  not 
be  preceded  by  any  title  such  as  Mr.,  Prof.,  or  Dr. 

A  married  woman  signs  her  full  name  (this  in- 
cludes her  maiden  name)  and  places  immediately 
below,  in  parentheses,  her  married  name. 

Grace  Thompson  Brisbane 
(Mrs.  George  A.  Brisbane) 

The  secretary  uses  the  latter  form  in  addressing  her. 

An  unmarried  woman  signs  her  name  with  Miss 
in  parentheses  before  it.  A  widow  signs  her  name 
with  Mrs.  in  parentheses  before  it.  Examples: 
(Miss)  Anna  Burden  Shaw;  (Mrs.)  Edith  Boiling 
Gait. 

A  divorced  woman  is  addressed  with  the  title 


130  THE  PRIVATE  SECRETARY 

Mrs.,  not  Miss,  even  though  she  has  resumed  her 
maiden  name.  Should  she  retain  her  husband's 
name,  her  signature  is  composed  of  her  own  sur- 
name added  to  her  Christian  name.  She  would 
sign  her  letters  as  follows: 

Dorothea  Thompson  Thorpe 
(Mrs.  Dorothea  Thompson  Thorpe) 

In  addressing  her,  the  secretary  uses  the  latter  form. 

Other  points  about  the  letter 

The  postscript  is  sometimes  added  to  business 
letters.  The  letters  P.S.,  however,  are  no  longer 
used  to  label  it.  Formerly  the  postscript  was  used 
to  express  some  idea  which  had  been  forgotten  up 
to  that  point.  Now,  whenever  it  is  employed,  it  is 
for  the  purpose  of  emphasizing  some  important  idea. 
Since  it  stands  out  as  occupying  a  unique  place  in 
the  letter,  it  should  be  used  to  contain  an  important 
idea  and  not  simply  the  last  thought  of  the  writer. 

Such  expressions  as  Dictated  but  signed  in  my 
absence,  Dictated  but  not  corrected  after  trans- 
scribed,  Dictated  but  not  read,  Dictated  but  not 
signed,  etc.,  should  not  be  used,  for  they  are  dis- 
courteous to  the  reader  of  the  letter. 

The  identity  of  the  dictator  and  transcriber  of 
the  message  should  never  become  obtrusive.  Ex- 


MECHANICAL  MAKE-UP  OF  LETTER     131 

pressions  such  as  Dictated  by  Mr.  John  F.  Royal  to 
Miss  White,  Dictated  ~by  Mr.  Jones,  etc.,  should  be 
omitted.  When  identification  is  absolutely  neces- 
sary it  should  be  made  by  initials,  such  as  EJK-C. 
Every  mark  or  expression  that  does  not  help  the 
message  in  the  main  part  of  the  letter  should  re- 
main inconspicuous,  as  otherwise  it  distracts  atten- 
tion from  the  body  of  the  letter. 

Enclosures  should  be  indicated  by  the  abbrevia- 
tion, Encl.y  placed  next  to  the  lower  left-hand  mar- 
gin; e.g.,  3  Ends,  (see  page  124). 

Only  one  side  of  the  paper  should  be  used.  If 
more  than  one  letter  sheet  is  needed  to  contain  the 
message,  plain  sheets  without  the  letterhead  but 
of  the  same  size  and  material  as  the  letterhead 
should  be  used.  At  the  top  of  these  additional 
sheets  is  placed  the  number  of  the  sheet,  the  initials 
or  the  name  of  the  firm  or  person  to  whom  the  letter 
is  sent,  and  sometimes  the  date,  as, 

The  Century  Company  2.  Jan.  8,  1916 

Care  should  be  taken  that  the  last  sheet  of  the 
letter  does  not  contain  only  the  complimentary 
close  and  the  signature.  The  use  of  a  little  judg- 
ment will  prevent  such  a  fault. 

In  the  folding  of  the  letter,  the  bottom  edge  should 
be  folded  up  until  it  is  exactly  even  with  the  top 


132  THE  PRIVATE  SECRETARY 

edge  or  one-half  inch  from  the  top  edge,  and  creased ; 
then  there  should  be  folded  over  from  the  right  a 
little  more  than  one-third  of  the  letter,  and  creased. 
The  remainder  of  the  letter  is  folded  over  from  the 
left.  The  free  edge  of  the  letter  is  thus  slightly 
below  the  right-hand  crease.  It  should  be  placed 
'/in  the  envelope  with  the  free  edge  toward  your- 
self. 

The  personal  attention  of  a  certain  individual  in 
a  firm  is  secured  to  a  matter  of  the  firm's  business 
by  the  expression,  Attention  of  Mr.  Jones,  written 
in  the  center  of  the  page.  This  may  be  placed  just 
below  the  salutation  or  just  above  the  inside  ad- 
dress. The  former  position  is  preferable. 

The  envelope 

In  business  correspondence  the  envelope  is  pref- 
erably of  the  standard  size  —  6%  x  3%  inches.  It 
should  be  made  of  the  same  kind  of  paper  as  that 
used  for  the  letterhead.  The  return  address  of  the 
sender  should  usually  appear  on  the  envelope  in  the 
upper  left-hand  corner.  It  may  either  be  printed 
or  written  by  hand.  It  should  not  be  large  or  con- 
spicuous, and  should  seldom  if  ever  be  used  for  ad- 
vertising purposes. 

The  address  should  begin  slightly  below  the  mid- 
dle of  the  envelope  and  should  be  well  centered. 


SCHOOL    OF    COMMERCE 
ACCOUNT*  ANOPINANCB 


Mr.  Walter  Bylund, 
Hyatt  Roller  Bearing  Co.. 
Newark.  Jf.  J. 


NEW  YORK  UNIVERSITY 
SCHOOL  OP  COMMERCE 
ACCOUNTS  AND  FINANCE 


Mr*  Walter  By  land, 
Hyatt  Roller  Bearing  Co. , 
Newark,  IT.  J. 


ABEANGEMENT  ON  ENVELOPE 


133 


134  THE  PEIVATE  SECRETARY 

Two  forms  are  used  just  as  in  the  inside  address,  as 
f  o'llows : 

Mr.  George  L.  Scott, 
82  Broadway, 
New  York  City. 

or 

Mr.  George  L.  Scott, 
82  Broadway, 
New  York  City. 

When  the  straight-edge  form  is  used  in  the  inside 
address,  this  form  should  also  be  used  on  the  en^ 
velope.  The  main  thing  to  be  considered  is  that  the 
address  should  be  well  balanced. 

The  order  of  the  address  is  usually  as  follows: 
first  line,  name  of  addressee ;  second  line,  street  ad- 
dress or  box  number;  third  line,  city  or  town,  and 
State  or  country;  or  the  State  or  country  may  be 
placed  on  the  fourth  line. 

The  personal  attention  of  a  certain  individual  in 
a  firm  is  secured  to  a  matter  of  the  firm's  business 
by  the  use  of  such  an  expression  as  Attention  of 
Mr.  Johns  which  is  placed  in  the  lower  left-hand 
corner  of  the  envelope. 

The  envelope  should  have  no  unsightly  blots, 
finger  prints,  or  erasures.  It  is  better  to  have  the 
letter  entirely  rewritten  than  to  take  any  chance  of 
having  the  effect  of  an  otherwise  perfect  page 
marred  by  any  of  these  blemishes.  Correctness  and 


MECHANICAL  MAKE-UP  OF  LETTER     135 

neatness  in  a  letter  are  of  vital  importance  in  win- 
ning a  passage  to  favorable  consideration  from  the 
reader. 


ENVILOPES  FOB  BUSINESS  USE  AND  FOR  PERSONAL  USE 

Official  form  of  letter 

There  is  one  class  of  letters  with  which  the  sec- 
retary should  make  himself  well  acquainted,  for  he 
will  use  letters  of  this  class  frequently.  These  let- 
ters are  called  "official  letters."  Although  the 
name  "  official  letters  "  is  likely  to  confuse,  yet  the 


136  THE  PRIVATE  SECRETARY 

form  of  letter  which  bears  that  title  has  been  so  long 
associated  with  and  is  in  such  constant  use  by  offi- 
cials that  its  name  is  firmly  established.  The  con- 
fusion arises  from  the  fact  that  the  many  personal 
letters  written  by  the  secretary  for  the  employer 
are  correctly  written  in  the  official  form  but  are  not 
"  official  letters  "  in  the  real  sense  of  the  name. 

The  name  comes  from  the  fact  that  the  officials 
of  the  city,  state,  and  national  governments  use  a 
certain  form  of  letter  when  they  write  on  official 
business.  The  form  is  now  used  by  business  execu- 
tives and  professional  men  in  writing  about  mat- 
ters that  lie  outside  the  scope  of  regular  business. 
These  matters  are  sometimes  of  business  value  to 
the  firm  or  other  organization  but  are  frequently  of 
purely  a  personal  matter.  A  letter  written  by  one 
business  man  to  another  for  the  purpose  of  invit- 
ing the  latter  to  luncheon  so  that  the  two  may  talk 
over  a  business  matter  of  value  to  both  firms  would 
not  be  a  business  letter  in  the  business  form  —  but 
an  official  letter.  Letters  to  officials  and  to  busi- 
ness or  professional  men  (on  matters  not  purely  of 
a  business  nature)  belong  to  the  same  class,  that  is, 
official  letters. 

Official  letters 

Official  letters,  then,  are  used  in  writing  about 
matters  that  are  outside  the  scope  of  regular  busi- 


SIXTY  WALL  STREET 


August  9t  1916. 
Vy  dear  Mr.  Fischer: 

Your  letter  of  August  5  reaches  me  just  as  I  am 
Leaving  town  for  the  aunner.  The  subject  which 
you  present  I.  certainly  a  most  Interesting  one 
but  I  am  at  present  so  overwhelmed  with  engage-' 
menta  of  similar  character  that  I  must  aak  y?u 
j>  excuse  me  from  taking  an  active  part  In  the 
organizing  of  a  New  York  Branch  of  the  Inter- 
state  Charity  League.  I  really  cannot  under- 


With  sincere  regards, 


Mr.  John  B,  Placher. 
1154  Michigan  Boulevard. 
Chicago,  in. 


PEBSONAL  LETTER  IN  OFFICIAL  FORM 
137 


138  THE  PRIVATE  SECRETARY 

ness.  Any  letter  that  is  written  by  or  to  an  offi- 
cial, or  to  a  business  man  on  any  other  questions 
than  those  which  come  up  in  the  regular  routine  of 
business,  may  be  considered  an  official  letter.  The 
secretary  will  use  this  form  of  letter  to  a  great  ex- 
tent. It  is  used  in  the  personal  letters  of  the  chief 
to  his  personal  and  business  friends  —  in  fact  it  is 
used  in  all  but  purely  business  letters. 

The  stationery  used  in  these  official  letters  is  dif- 
ferent from  that  used  to  convey  business  communi- 
cations. As  a  rule,  the  stationery  is  smaller  in  size, 
usually  of  folder  or  four-sheet  form,  and  similar  to 
social  stationery.  When  the  four-page  folder  sheet 
is  used  the  fold  should  be  at  the  right;  or,  in  other^ 
words,  that  page  which  is  ordinarily  the  back  page 
of  the  folder  is  the  first  page  to  be  written  on.  If 
a  second  page  is  necessary,  the  other  outside  page 
is  used.  When  three  or  four  pages  are  to  be  writ- 
ten on,  the  best  order  is  the  natural,  as  1,  2,  3,  4 ; 
and  not,  1,  2,  4,  3,  or  1,  4,  2,  3.  This  order  is  the 
logical  order  and  is  the  most  efficient  from  the 
standpoint  of  typing. 

A  small  letterhead  is  regularly  used.  This  con- 
tains ordinarily  only  the  name  and  address  of  the 
sender  —  sometimes  only  the  address.  ( See  exam- 
ples of  letterheads  on  page  115).  The  printing  or 
engraving  on  this  letterhead  is  plain,  simple,  and 
dignified. 


MECHANICAL  MAKE-UP  OF  LETTER     139 

Formal  official  letters 

There  are  two  classes  of  official  letters,  the  formal 
and  the  informal.  The  formal  letter  is  sent  to  gov- 
ernment officials,  members  of  Congress,  officers  of 
the  army  and  navy,  and  others  in  high  position,  and 
generally  to  all  business  men  except  those  with 
whom  the  writer  is  on  a  footing  of  familiarity. 

The  mechanical  form  of  the  formal  official  letter 
differs  from  that  used  for  business  letters.  The  in- 
side address  is  written  at  the  close  of  the  letter  at 
the  left-hand  side.  In  it,  all  titles  are  given  in 
full.  No  abbreviations  should  be  used. 

The  salutation  is  Sir  or  Sirs.  The  compliment- 
ary close  is  Respectfully  or  Very  respectfully. 

In  the  body  of  the  letter,  the  strictest  formality  is 
observed.  No  abbreviations  or  colloquial  expres- 
sions are  permissible.  Very  frequently  the  third 
person  is  used  throughout  in  speaking  of  the  writer. 
The  language  is  stately,  formal,  and  dignified  to 
the  point  of  coldness. 

Example: 

January  eight 

1916 
Sir: 

In  accordance  with  a  resolution  passed  at  the  regular 
monthly  meeting  of  the  Merchants'  Association  of  this  city 
held  on  January  7,  the  Executive  Committee  on  behalf  of 
this  Association  hereby  tenders  you  tbe  hearty  thanks  of  the 


THE  WHITE  HOUSE 

WASHINGTON 


THC  PRESIDSN 


LETTERHEADS  FOR  PERSONAL  USE 
140 


MECHANICAL  MAKE-UP  OF  LETTER     141 

Association  for  your  efforts  in  improving  the  water  freight 
conditions  of  this  city.  The  Association  as  a  whole  has 
watched  wth  appreciation  the  progress  you  have  mad©  in 
this  matter. 

Respectfully, 

Executive  Committee, 
Merchants'  Association, 
By  J.  F.  Ackerly,  Secretary 

Honorable  Henry  R.  Thorne, 
Harbor  Commissioner, 
Blanktown,  N.  Y. 

Informal  official  letters 

Informal  official  letters  are  used  in  writing  to 
business  men,  who  are  on  terms  of  familiarity  with 
the  writer,  about  matters  outside  the  routine  of 
business.  The  very  informal,  conversational  tone 
is  desirable.  The  informal  official  letter  has  a 
warm,  personal  tone  and  character,  whereas  the 
formal  official  letter  is  cold,  formal,  and  character- 
less. 

As  in  the  formal  official  letter,  the  inside  address 
is  at  the  lower  left-hand  margin  at  the  end  of  the 
letter. 

The  salutation  is  informal;  as  Dear  Johnston, 
Dear  Mr.  Johnston,  Dear  Fred,  or  any  other  saluta- 
tion the  writer  pleases  to  use.  The  complimentary 
close  may  be  Sincerely,  Cordially,  or  Faithfully, 
or  in  fact  any  other  warm,  persona)  ending  that  the 
writer  desires  to  use. 


142  THE  PRIVATE  SECRETARY 

January  seven 

1916 
Dear  Mr.  Johnston: 

Mr.  Hobart  has  carefully  read  your  letter  of  January  5  in 
regard  to  your  new  project  and  he  requests  me  to  assure 
you  that  the  matter  interests  him  deeply. 

He  asks  me  to  say,  however,  that  he  is  just  on  the  eve  of  a 
trip  abroad  and  has  had  neither  the  time  nor  the  opportunity 
to  give  the  subject  the  consideration  which  it  deserves.  He 
hopes  for  an  opportunity  to  discuss  this  matter  with  you  on 
his  return  and  expresses  his  best  wishes  for  your  success. 

Faithfully  yours, 
Conde  Bylund 
Secretary  to  Mr.  Hobart 

Mr.  Edward  F.  Johnston, 
15  Wall  Street, 
New  York  City. 

Use  of  titles 

In  official  letters  all  titles  that  are  used  are  writ- 
ten out  in  full.  The  use  of  abbreviations  is  not 
good  form.  As  correctness  is  so  necessary  in  these 
letters,  a  brief  explanation  of  the  more  common 
titles  might  well  be  given. 

The  titles  Reverend  and  Honorable  and  the  for- 
eign title  Sir  should  be  used  with  the  first  name 
unless  Mr.  is  included.  An  example  of  the  use  is 
as  follows :  Reverend  John  Root,  Honorable  Frank 
Rice.  When  these  titles  are  used  in  the  body  of  a 
letter  the  article  the  should  precede  the  title,  as, 


MECHANICAL  MAKE-UP  OF  LETTER     143 

The  Reverend  Mr.  Tint  will  be  among  those  pres- 
ent. 

With  a  title  of  Doctor  or  Professor,  the  first  name 
may  or  may  not  be  used  in  the  body  of  the  letter,  as, 
Doctor  Phelps,  Professor  Wildman. 

By  custom  certain  methods  of  addressing  officials 
of  the  Government  are  firmly  established.  The 
President  should  be  addressed  The  President;  a 
governor  will  be  addressed  as  His  Excellency, 
Charles  W.  Whitman;  a  mayor  will  be  addressed, 
Honorable  John  P.  Mitchel. 

Judges  and  justices,  members  of  Congress  and  of 
the  state  legislatures,  are  given  the  title  Honorable, 
as  Honorable  Elihu  Root. 

Titles,  no  matter  how  long  they  may  be,  are  writ- 
ten out  in  full,  as,  Lieutenant-Governor. 

The  title  Superintendent,  Agent,  and  so  forth,  are 
written  after  the  name  as  Mr.  Henry  Jones,  Agent. 
Honorary  degrees,  likewise,  follow  the  name,  but 
unlike  titles,  are  generally  abbreviated,  as,  LL.D., 
D.D.,  and  so  forth. 


CHAPTER  VI 
FILING 

THE  door  of  Mr.  Forbes'  private  office  opened 
and  Mr.  Forbes  came  out  with  a  letter  in  his  hand. 
His  private  secretary,  Frank  Campbell,  was  hard 
at  work  tabulating  figures  for  the  quarterly  report. 
Mr.  Forbes  walked  over  to  Campbell's  desk. 

"  Put  this  letter  away  some  place,"  he  said  as  he 
handed  the  letter  to  his  secretary,  "  and  bring  it  to 
my  attention  on  May  23  —  two  weeks  from  to-day." 

"  Yes,  sir,"  said  Campbell  as  he  took  the  letter 
and  casually  placed  it  among  other  letters  in  his 
lower  right-hand  desk  drawer. 

Mr.  Forbes  noted  this  seemingly  careless  dis- 
position of  the  letter,  hesitated,  and  then  said: 
"  That  ?s  a  rather  important  matter.  You  are  sure 
it  won't  slip  your  mind?  " 

"  No,  sir,"  answered  Campbell.  Then  reading 
the  anxious  expression  on  his  chiefs  face,  he  has- 
tened to  reassure  him. 

"You  see,"  went  on  Campbell,  sliding  out  the 
lower  drawer,  "  this  is  where  I  keep  my  follow-up 
file.  When  you  handed  me  the  letter  and  said  you 
wanted  to  have  it  brought  to  your  attention  on  May 

144 


FILING  145 

23,  I  just  slipped  it  into  this  folder  marked  23,  in 
back  of  this  guide  card  marked  May.  Every  day  I 
take  out  the  folder  marked  with  the  date  of  the  day 
and  handle  all  the  matters  in  that  folder." 

"  That 's  a  good  idea,"  was  the  enthusiastic  re- 
mark of  the  chief.  "  Fix  up  a  file  like  that  for  my 
desk  when  you  get  a  chance." 

Necessity  of  knowing  filing 

Even  though  the  secretary  may  not  do  the  actual 
filing  of  letters  and  other  papers  in  the  office  of  his 
chief,  yet  he  should  be  nearly  as  well  informed  about 
filing  as  the  file  clerk  himself.  He  must  have  this 
knowledge,  for  he  will  need  to  go  to  the  general  files 
to  secure  certain  papers.  To  find  them  he  must 
know  how  the  filing  system  works.  Also,  he  will 
give  directions,  even  though  he  does  not  file  letters 
himself,  as  to  how  certain  letters  are  to  be  filed.  As 
the  secretary,  moreover,  usually  has  the  supervision 
of  the  office  of  his  chief,  he  must  have  the  requisite 
knowledge  of  filing  so  that  he  can  install  an  effi- 
cient system  of  filing  and  so  that  he  can  be  respon- 
sible for  the  filing. 

Another  reason  why  the  secretary  should  know  fil- 
ing is  that  he  may  personally  be  called  upon  to  keep 
a  file  of  newspaper  clippings  or  other  data  of  in- 
terest or  information.  He  may  find  that  a  "  tick- 
ler "  file  or  a  follow-up  file  is  necessary  for  the  sat- 


146  THE  PRIVATE  SECRETARY 

isfactory  performance  of  his  duties.  In  such  cases 
as  these,  a  general  knowledge  of  the  rudiments  of 
filing  will  be  of  great  benefit. 

It  is  important,  of  course,  to  keep  letters  that 
have  been  sent  to  the  office,  for  they  serve  as  memo- 
randa or  records  of  past  transactions,  and  are  valu- 
able for  reference  purposes  when  occasion  demands. 
Likewise,  it  is  important  to  keep  carbon  duplicates 
of  letters  which  were  sent  in  answer.  Filing,  it 
might  be  said,  is  simply  the  storing  away  of  cor- 
respondence, copies  of  replies,  or  information,  in 
such  an  orderly  way  and  according  to  such  a  sys- 
tem that  any  letter  or  piece  of  information  can  be 
quickly  and  easily  found.  One  prime  essential  of 
filing  is  that  it  shall  bring  together  in  one  place 
within  the  files,  all  papers  from,  to,  or  about  one 
correspondent  or  subject ;  that  it  shall  keep  together 
the  things  that  belong  together. 

But  the  actual  keeping  of  such  letters  or  informa- 
tion is  of  no  avail  unless  there  is  some  system  —  un- 
less the  desired  letter  or  fact  can  be  found  wrhen  it 
is  wanted.  Some  correspondence  files  are  grave- 
yards for  letters,  because  a  letter  once  put  in  these 
files  is  as  good  as  buried. 

First,  then,  it  is  necessary  that  letters  be  placed  in 
the  files  according  to  some  definite  and  well-under- 
stood plan.  This  plan  must  be  fully  understood 
and  should  be  simple  enough  so  that  some  one  be- 


FILING  147 

sides  the  file  clerk  can  find  things.  The  system  is 
of  little  avail  unless  the  persons  who  go  to  the  file 
can  manage  it.  Whatever  system  is  used  must  be 
carefully  and  consistently  followed  out. 

Qualities  of  a  filing  system 

The  five  important  qualities  of  a  filing  system  are 
these :  quickness  of  reference,  accuracy,  elasticity, 
economy  in  space  and  cost,  and  suitableness. 

The  first  qualification  that  a  system  should  have 
is  a  provision  for  easy  and  speedy  production  of  the 
desired  letter  or  information  from  the  files.  This 
is  the  quality  which  a  filing  system  has  if  the  thing 
looked  for  can  be  quickly  found.  A  filing  system  is 
next  to  useless  if  ten  or  fifteen  minutes  are  taken  to 
find  a  certain  letter. 

The  second  qualification  is  accuracy.  By  this  is 
meant  the  quality  a  filing  system  has  if  the  chances 
of  misfiling  are  small.  If  the  secretary  is  forced  to 
go  over  every  letter  in  the  entire  file  in  order  to  find 
a  letter  that  has  been  filed  in  the  wrong  place,  he 
will  realize  the  value  of  having  a  filing  system  which 
is  nearly  fool  proof  in  regard  to  incorrect  placing 
of  letters.  The  system  must  be  simple  and  nearly 
mechanical  in  operation  so  that  there  can  be  little 
chance  for  a  letter  to  go  astray. 

The  quality  of  elasticity  is  the  third  qualification 
of  a  good  filing  system.  This  is  the  quality  a  sys- 


148  THE  PKIVATE  SECKETAKY 

tern  has  if  it  and  its  various  sections  can  be  easily 
expanded  to  take  care  of  an  increase  in  the  number 
of  letters  filed.  The  system  used  should  be  such 
that  it  can  easily  be  expanded  without  much  ex- 
pense or  delay  in  time. 

The  fourth  qualification  of  a  good  filing  system  is 
economy.  '  The  system  has  this  qualification  if  its 
mechanical  operation  is  economical ;  i.e.,  if  the  cost 
of  filing  is  small  in  proportion  to  the  number  of 
letters  filed.  If  several  well-paid  file  clerks  are 
needed  to  take  charge  of  a  small  system  because 
there  are  mechanical  defects  in  that  system,  such  a 
system  is  not  economical.  This  quality  of  economy 
also  includes  the  matter  of  the  cost  of  transferring 
letters.  Every  so  often,  say  once  every  six  months 
or  every  year,  letters  that  are  six  months  or  a  year 
old  are  removed  from  the  files.  If  much  time  and 
labor  is  used  to  transfer  this  old  material,  the  sys- 
tem is  said  to  be  uneconomical.  Moreover,  a  third 
factor  enters  into  the  economy  of  a  filing  system  and 
that  third  factor  is  the  matter  of  spacejaken  up  by 
filing  cabinets.  If  a  bulky  system  is  used,  it  means 
that  much  valuable  space  is  wasted.  The  system 
should  be  compact. 

The  fifth  qualification  of  the  filing  system  is  its 
suitableness.  The  system  has  this  qualification  if 
it  is  suited  to  the  peculiar  and  individual  needs  of 
the  business,  or  if  it  is  suited  to  serve  the  purpose  for 


FILING  149 

which  it  is  intended.  Keady-made  filing  systems 
are  usually  not  satisfactory  just  as  they  come. 
Since  all  systems,  however,  are  based  on  certain 
fundamental  principles,  a  ready-made  filing  system 
may  be  adapted  to  the  peculiar  needs  for  it. 

The  various  systems  of  filing 

In  order  that  the  private  secretary  may  choose 
the  system  best  suited  to  meet  the  individual  needs 
and  demands  of  his  office,  he  should  know  some- 
thing of  the  various  systems  of  filing,  and  Jhe  ad- 
vantages and  disadvantages  of  each.  The  explana- 
tion and  description  of  the  various  filing  systems 
given  below  are  sufficient  for  a  general  knowledge. 
Before  having  a  filing  system  installed,  however, 
it  is  advised  that  the  private  secretary  send  to  the 
different  manufacturers  of  filing  equipment  for 
catalogues.  Some  of  these  catalogues  contain  de- 
tailed explanation  and  description  of  filing  systems 
and  filing  equipment.  As  vertical  filing  is  without 
doubt  the  most  efficient  method  of  filing,  no  descrip- 
tion is  given  of  Shannon  files,  and  other  types  of  the 
so-called  flat  filing. 

All  filing  systems  are  based  on  the  alphabetic 
system,  numerical  system,  or  a  combination  of  the 
two. 

Filing  systems  can  be  grouped  again  under  two 
main  heads:  self-classifying  systems  and  card-in- 


150  THE  PRIVATE  SECRETAEY 

dexed  systems.  Direct  alphabetic,  alphabetic  -nu- 
meric, geographical,  chronological,  and  decimal  sys- 
tems are  self-classifying  ;  numerical  and  subject  sys- 
tems are  in  the  second  group,  as  these  systems  re- 
quire the  use  of  the  card  indexes  in  order  to  find 
letters  or  subjects  in  the  files. 

The  alphabetic  system  is  founded  on  the  assump- 
tion that  every  one  who  uses  the  files  knows  and 
can  easily  remember  the  order  and  arrangement  of 
the  letters  of  the  alphabet  (a,  b,  c,  d,  .  .  .)•  Tne 
systems  that  are  based  on  alphabetic  filing  are  as 
follows  : 

1  —  Direct  alphabetic  filing  of  correspondence  by 


2  —  Direct  alphabetic  filing  of  correspondence  by 

subject 

or 

Direct  alphabetic  filing  of  information  (other 
than  that  contained  in  letters)  by  subject. 

3  —  Geographic  filing. 

ALPHABETIC  FILING 

Direct  alphabetic  filing  of  correspondence  by  name 

Direct  alphabetic  filing  of  correspondence  by 
name  is  a  system  obtained  by  filing  correspondence 
in  back  of  guide  cards  having  the  letters  of  the 
alphabet.  The  first  identifying  letter  of  the  part- 
nership or  corporation  name  of  the  correspondent 


ALPHABETIC  FILING 
151 


152  THE  PRIVATE  SECRETARY 

is  taken  (Standard  Oil  Company  of  New  York; 
The  Connecticut  Company)  or  the  first  letter  of  the 
last  name  of  the  individual  correspondent  is  taken 
(James  R.  Cady).  The  arrangement,  in  other 
words,  is  the  same  as  that  used  for  the  city  direct- 
ory. 

In  most  businesses  reference  is  likely  to  be  made 
to  correspondence  by  the  name  of  the  writer  or  con- 
cern from  which  the  letter  came.  This  type  of  fil- 
ing is  the  one  which  is  most  commonly  used  by  the 
secretary  himself  to  keep  the  correspondence  of  the 
chief  and  of  the  private  office.  With  alphabetic 
filing  of  correspondence  by  name,  such  reference  is 
easy  and  simple  if  the  volume  of  correspondence  is 
not  great.  If  the  numbers  of 'letters  filed  back  of 
each  letter  of  the  alphabet  is  small,  quick  reference 
to  the  folder  of  any  correspondent  is  assured.  The 
great  advantage  of  the  alphabetic  system  is  that  this 
system  is  the  simplest  and  easiest  to  operate  of  all 
systems.  Any  one  can  -gtrtcTthe  files  and  get  the 
desired  letter. 

The  great  disadvantage  of  the  alphabetic  system 
is  that  its  limits  for  the  quick  locating  of  corre- 
spondence are  soon  reached,  if  the  number  of  cor- 
respondents becomes  great.  In  detail,  this  disad- 
vantage arises  from  these  causesj 

1  —  As  the  number  of  letters  filed  back  of  the  letter 
of  the  alphabet  becomes  large,  it  is  neces- 


FILING  153 

sary  to  insert  sub-division  guides,  such  as 
"  Ba,"  "  Be,"  "  Br,"  and  so  forth. 

2  —  Such  constant  addition  of  new  guides  cuts 

down  the  speed  of  reference  and  increases  the , 
dangers  of  misfiling. 

3  —  The   "  miscellaneous   folders  "   in   which   are 

placed  the  papers  of  concerns  whose  corre- 
spondence has  amounted  to  only  two  or  three 
letters  soon  become  choked  and  bulky. 

4  —  The  problem  of  transferring  correspondence  be- 

comes more  difficult  and  costly  each  year. 

In  the  case  of  the  alphabetic  system  of  filing,  mis- 
filing  results  in  many  instances  from  the  failure  of 
the  file  clerk  to  read  the  name  of  the  correspondent 
correctly  or  from  the  selection  of  the  wrong  name  in 
instances  where  the  name  of  the  person  signing  the 
letters  differs  from  the  firm  name.  Mistakes  of  the 
latter  kind  can  easily  be  rectified  by  going  over  the 
possibilities  of  the  way  in  which  the  mistake  might 
have  been  made. 

Direct  alphabetic  filing  by  subject 

Direct  alphabetic  filing  of  correspondence  by  sub- 
ject is  a  system  obtained  by  filing  correspondence  in 
back  of  various  subjects  arranged  in  an  alphabetic 
order.  The  first  identifying  letter  of  the  subject  is 
taken  (Advertising).  This  type  of  filing  is  used 
when  the  subject  referred  to  in  the  correspondence, 
is  of  greater  importance  than  the  name  of  the 
writer.  This  system  has  also  the  Same  advantages 


154  THE  PEIVATE  SECRETARY 

and  disadvantages  as  the  direct  alphabetic  filing  of 
correspondence  by  name. 

Direct  alphabetic  filing  of  information  by  sub- 
ject is  of  the  same  type  as  direct  alphabetic  filing  of 
correspondence  by  subject. 

The  equipment  of  these  various  types  of  direct 
alphabetic  filing  consists  of  alphabetic  guides  with 
their  tabs  or  projections  arranged  in  alphabetic 
order  in  the  drawer.  Next  in  order  are  the  wide 
tab  folders  for  individual  names  of  active  corre- 
spondents or  for  subject  names;  and  lastly  are  the 
tab  folders  to  contain  the  miscellaneous  or  infre- 
quent correspondence,  or  miscellaneous  subjects. 
The  individual  foliders,  one  for  each  concern  or  sub- 
ject, with  name  or  subject  and  so  forth  typewritten 
direct  or  upon  a  gum  slip  pasted  to  the  top,  are  ar- 
ranged back  of  the  proper  guides  in  exact  alpha- 
betic order.  "  Miscellaneous  "  tab  folders  are  ar- 
ranged identical  with  the  guides,  one  for  each.  In 
these  folders  are  placed  the  papers  of  concerns 
whose  correspondence  has  amounted  to  only  two  or 
three  letters.  If  later  the  correspondence  of  any 
one  of  these  concerns  or  persons  increases  to,  say, 
half  a  dozen  letters,,  it  is  removed  and  given  its  own 
"  individual "  folder.  In  some  concerns  an  individ- 
ual folder  is  used  for  each  customer  without  regard 
to  the  number  of  letters  received  from  the  customer. 


FILING  155 

Geographic  filing 

Geographic  filing  or  town  filing  is  used  where 
exact  territorial  divisions  are  of  prime  importance. 
This  type  of  filing  provides  a  means  of  grouping  by 
itself  correspondence  or  other  material  from  each 
town.  The  territory  (it  may  be  a  State  or  group 
of  States)  is  the  unit;  towns  are  sub-units,  with  the 
records  so  separated  in  the  files.  This  type  of  fil- 
ing is  suitable  for  mailing  lists,  for  credit  and  col- 
lection work,  for  the  filing  of  orders  and  correspond- 
ence based  on  territorial  divisions  either  by  State, 
or  salesmen's  and  agents'  territories. 

Guide  tabs  for  the  different  States  are  distributed 
throughout  the  drawers  of  the  filing  cabinet  in  al- 
phabetical order.  It  may  be  that  each  drawer  of 
the  filing  cabinet  is  given  over  exclusively  to  the 
towns  of  one  State  or  territory.  Then,  in  back  of 
each  guide  card  are  placed  the  town  or  city  guides 
for  that  State.  Cities  and  towns  are  always  ar- 
ranged in  alphabetic  order.  The  correspondence 
and  other  material  are  filed  in  alphabetical  order  by 
name  under  each  town  and  city.  la  l^ck  of  the 
town  or  city  guides,  accordingly,  will  come  the  in- 
dividual folders  upon  the  tabs  of  which  are  written 
the  name  of  the  correspondent  or  subject  and,  pre- 
ceding it,  the  name  of  the  town.  The  addition  of 
the  name  of  the  town  to  the  name  on  the  tab  of  the 


GEOGEAPHIC  FIUNG 
156 


FILING  157 

individual  folders  acts  as  a  check  in  refiling.  The 
larger  cities  with  many  individual  folders  require 
alphabetic  guides  to  facilitate  filing  and  finding. 

Geographic  filing  properly  comes  in  the  general 
class  of  alphabetic  systems,  for  here,  too,  it  is 
the  system  based  on  the  assumption  that  those  who 
will  use  the  files  know  the  order  of  the  letters  of 
the  alphabet.  The  principle  of  geographic  filing  is 
identical  with  that  of  direct  alphabetic  filing,  except 
that  the  material  (correspondence,  information, 
contracts,  and  so  forth)  is  filed  by  alphabetically 
arranged  towns  instead  of  by  the  original  divisions 
of  the  alphabet.  By  this  arrangement  it  is  simple 
to  find  the  folder  of  a  correspondent  if  the  business 
location  is  known. 

NUMERIC  PILING 

All  numerical  systems  of  filing  are  based  primar- 
ily on  the  assumption  that  the  person  making  use  of 
the  files  knows  the  order  of  numbers  (1,  2,  3, 
4  .  .  . ) .  Such  systems,  however,  are  usually  based 
on  the  secondary  assumption  that  the  person  mak- 
ing use  of  the  files  knows  also  the  order  of  the  let- 
ters of  the  alphabet  (a,  b,  c  .  .  .),  for  in  order  to 
find  the  number  assigned  to  a  certain  correspondent 
or  subject,  it  is  necessary  to  refer  to  an  alphabet- 
ically arranged  card  index. 

The  various  types  of  numeric  filing  are : 


158  THE  PRIVATE  SECRETARY 

1  —  Numeric  correspondence  filing 

2  —  Numeric  subject  filing 

a  —  arbitrary 

b  —  decimal  subject  system  (based  on  the 
plan  of  the  Dewey  Decimal  Classifica- 
tion for  public  libraries). 

Numeric  correspondence  filing 

When  the  number  of  correspondents  runs  into  the 
thousands  and  the  number  of  letters  even  into  the 
millions,  the  alphabetic  system  is  no  longer  ade- 
quate for  filing  purposes.  The  numeric  system 
remedies  the  principal  difficulties  of  the  alphabetic 
system  in  the  handling  of  large  volumes  of  cor- 
respondence. 

In  many  types  of  business,  moreover,  numeric 
filing  is  the  most  practical  and  most  certain  in  re- 
sults of  all  filing  systems.  It  simplifies  the  most 
complicated  correspondence  and  brings  together  re- 
lated papers  with  absolute  accuracy  and  makes  them 
available  for  the  quickest  reference.  Where  the 
correspondence  pertaining  to  a  given  customer,  sub- 
ject, or  contract  may  come  from  a  variety  of  sources 
and  must  be  brought  together  in  one  place,  it  has  a 
peculiar  fitness.  No  other  system  will  so  success- 
fully handle  the  inter-office  'correspondence  of  large 
corporations  between  its  various  branches,  factor- 
ies, departments,  officials,  and  salesmen. 


FILING  159 

The  necessity  of  maintenance  and  of  reference  to 
a  card  index  in  locating  correspondence  seems  an 
objection.  Yet,  in  reality  this  feature  has  many 
advantages  found  in  no  other  system.  The  index 
y  furnishes  a  complete  reference  list  of  names,  ad- 
dresses, and  so  forth  9f  all  persons  or  firms  with 
whom  business  is  transacted.  All  peculiarities, 

jjp*5 

exceptions,  and  doubts  are  cross-referenced  in 
the  index  and  thus  become  a  matter  of  record. 
The  ability  to  find  or  file  any  paper  is  there- 
fore not  dependent  upon  the  presence  of  the  file 
clerk. 

The  advantages  of  the  numeric  correspondence 
system  are  briefly :  1,  that  the  indexjaumber  locates 
the  correspondence  in  both  the  active  and  inactive 
(transfer)  files;  2,  the  danger  of  misfiling  is  mini- 
mized ;  3,  the  time  that  is  lost  in  making  out  the  in- 
dex card  is  more  than  offset  by  the  time  saved  in 
refiling  the  correspondence;  4,  the  filing  number 
may  also  be  made  the  account  number,  if  desired; 
5,  filing  space  is  saved. 

The  numerical  system  of  filing  correspondence  has 
gained  favor  rapidly  during  .the  past  few  years  be- 
cause it  permits  of  indefinite  expansion  without  the 
sacrifice  of  either  accuracy  or  speed  of  reference. 
In  a  large  concern  with  a  complete  numeric  installa- 
tion, where  the  same  number  serves  for  letters,  or- 
ders, invoices,  credits  and  ledger  accounts,  the  in- 


NUMERIC  FILING 


160 


FILING  161 

dex  proves  an  actual  economy  in  operation  and  a 
saving  in  time  not  always  appreciated. 

The  plan  of  numbering  papers  from  a  central  in- 
dex once  for  all  on  their  arrival  saves  the  time  of 
every  executive,  department  head,  or  clerk.  With 
all  responsibility  placed  on  one  competent  chief 
filing  clerk,  less  experienced  assistants  are  needed 
for  merely  the  mechanical  work. 

The  equipment  consists  of  individual  folders  num- 
bered consecutively.  Each  correspondent  is  as- 
signed a  folder  or  a  number.  Guides  with  wide  tabs 
in  the  center  denote  each  one  hundred  folders.  Be- 
tween each  pair  of  "  100 "  guides,  intermediate 
metal  tab  guides  arranged  in  four  rows,  re-divide 
each  group  of  100  by  20's.  By  this  method  the  eye 
is  directed  instantly  to  the  folder  wanted. 

Operation  of  the  card  index  system 

The  numeric  system  of  filing  correspondence  de- 
pends for  its  operation  upon  the  card  index. 
Whenever  a  letter  from  a  new  correspondent  is  re- 
ceived, a  card  is  made  out  that  bears  the  name  and 
address,  and  a  file  number.  The  file  number  that 
is  given  is  the  next  succeeding  one  to  that  which 
has  been  given  to  the  last  new  correspondent.  The 
cards  are  then  filed  alphabetically  in  the  file  tray 
according  to  the  name  of  the  correspondent.  The 
file  clerk  before  assigning  the  number,  however, 


CAKD  INDEXES 
162 


FILING  163 

should  look  up  the  correspondent  in  the  alphabetic- 
ally arranged  index  to  make  sure  that  no  corre- 
spondence had  been  previously  had  with  him.  This 
precaution  will  save  duplication  of  folders  to  the 
same  correspondent;  in  other  words,  precaution 
will  prevent  a  correspondent  who  has  already  been 
given  a  number  from  being  assigned  a  new  num- 
ber. 

Upon  receipt  of  letters,  or  other  papers,  reference 
is  made  to  the  card  index.  The  file  number  of  each 
correspondent  is  found  and  is  then  entered  in  the 
upper  right-hand  corner  of  each  letter  before  the 
letters  are  distributed.  Previous  correspondence  if, 
wanted  by  the  reader  of  the  letter  may  be  instantly 
obtained  by  the  use  of  the  file  number  on  the  letter. 
This  same  file  number  should  be  entered  on  the  reply 
so  that  the  carbon  or  press  copy  can  be  indexed. 
Both  the  letter  that  has  been  received  and  the  copy 
of  the  reply  are  then  filed^directly  by  number.  So 
it  is  then,  that  the  one  reference  to  the  card  index 
has  served  for  both  operations. 

Miscellaneous  section  in  numeric  correspondence  filing 

Miscellaneous  matter  should  be  classified  by  sub- 
ject, so  that  the  actual  miscellaneous  section  may 
be  reduced  to  a  minimum.  Numbers  are  assigned 
to  these  subjects  in  the  same  manner  as  to  individ- 
ual correspondents,  and  are  entered  on  all  letters 


INDEX  CARDS  USED  IN  NUMERIC  FILING 


164 


FILING  165 

EXAMPLE 

(See  illustration) 

Higgins  &  Parks,  an  old  correspondent,  incorporates  in 
March  1910  under  the  name  of  Parks  Steel  Co.  The  busi- 
ness is  not  materially  changed  and  the  new  correspondence 
logically  belongs  with  the  old. 

Upon  receipt  of  such  notice  a  new  index  card  is  filled  out 
with  the  name  of  the  Parks  Steel  Co.,  bearing  the  same  file 
number  as  Higgins  &  Parks.  The  change  in  firm  name  is 
noted  on  both  cards  as  illustrated. 

Gregory  and  Phillips,  consulting  engineers  in  this  tran- 
saction, are  given  a  card  in  the  index,  directing  all  relating 
correspondence  to  the  Parks  Steel  Company's  folder. 

The  latter's  connection  with  the  National  Bridge  Co.  is 
similarly  shown. 

EXAMPLE  OF  TRUSTEESHIP  OK  RECEIVERSHIP 

Edward  D.  Parsons  and  John  R.  Collins  are  both  old  cor- 
respondents, each  with  his  respective  card  in  the  index  and 
correspondence  in  the  file.  Collins  is  appointed  trustee  for 
Parsons;  whereupon  entry  is  made  on  the  index  cards  as 
illustrated.  Subsequent  correspondence  from  Collins  relat- 
ing to  the  Parsons  trusteeship  is  then  filed  with  the  Parsons 
papers. 

Other  cross  references  commonly  used,  are  cards  inserted 
for  the  name  of  selling  or  purchasing  agent,  treasurer,  man- 
ager, superintendent,  contractor,  architect,  etc. 


INDEX  CARDS  USED  IN  NUMEBIC  FILING 


166 


FILING  167 


EXAMPLE 

(See  illustration) 

An  index  card  with  its  number  is  assigned  to  Bolts,-Split. 
As  Drew's  correspondence  is  only  in  relation  to  his  device, 
his  card  in  the  index  bears  merely  this  subject  number. 

Cushman  &  Cushman,  patent  attorneys,  are  already  cor- 
respondents. On  taking  up  the  Split-bolt  patent  case,  their 
index  card  is  endorsed  with  a  cross  reference  to  the  Split- 
bolt  file  number. 

As  patent  matters  progress,  it  becomes  evident  that  the 
papers  regarding  the  Split-bolt  patent  demand  a  separate 
folder,  and  the  letter  "  A  "  is  then  added  to  the  cross  refer- 
ence on  Cushman  &  Cushman's  card  and  all  papers  relating 
thereto  transferred  to  folder  746A  and  filed  directly  behind 
the  Split-bolt  folder. 

At  the  same  time,  a  card  is  made  out  for  Patents,  Split- 
bolt. 

Similar  instances  of  cross  reference  to  other  patents  are 
shown  on  Cushman  &  Cushman's  card. 

The  Starr  Mfg.  Co.  become  licensees  to  make  and  sell 
Split-bolts,  and  correspondence  relating  thereto  is  therefore 
cross  referenced  to  the  original  folder.  A  like  reference  is 
shown  for  Toggle-bolts,  but  correspondence  with  th©  Starr 
Mfg.  Co.  on  their  own  account  is  filed  under  their  regularly 
assigned  number,  1916. 

By  this  method  all  papers  relating  to  the  subject  "  Bolts,- 
Split"  are  filed  together,  whether  relating  to  subject,  in- 
ventor, patent  attorneys  or  licensees. 


168          THE  PRIVATE  SECRETARY 

pertaining  to  the  subject  regardless  of  the  writers. 
For  example,  applications  for  employment  may  be 
assigned  a  number,  say  342;  applications  for  sales 
positions,  342-1 ;  as  stenographers,  342-2 ;  as  clerks, 
342-3;  and  so  forth.  The  correspondence  under 
each  division  is  then  filed  alphabetically  by  name. 
The  remaining  miscellaneous  matter  which  cannot 
be  classified  by  subject  according  to  the  example 
given  above  may  be  filed  under  a  separate  section 
and  in  alphabetical  order. 

Cross  reference 

The  possibility  of  direct  cross  reference  through 
the  use  of  the  card  index  is  one  of  the  great  ad- 
vantages of  the  numeric  system  and  constitutes  one 
of  its  great  time-saving  features.  By  means  of  a 
cross  reference  any  individual  letter  may  be  lo- 
cated instantly,  no  matter  whose  signature  it  bears 
or  under  what  subject  it  has  been  filed. 

A  letter  involving  more  than  one  name  or  sub- 
ject is  indexed  under  the  most  important  or  under 
the  one  which  in  the  judgment  of  the  head  file  clerk 
will  be  the  identifying  one.  Unnumbered  index 
cards  are  made  out  for  the  other  leading  names  or 
subjects  and  merely  refer  to  the  principal  heading 
and  the  number  of  the  folder  in  which  the  material 
will  be  found. 


FILING  169 

Numeric  subject  filing 

Frequently  a  subject  referred  to  in  the  corre- 
spondence is  of  greater  importance  than  the  name 
of  the  writer.  Moreover,  the  advantages  gained  by 
filing  correspondence  or  other  material,  such  as 
information,  by  subject  are  of  such  importance  in 
certain  lines  of  business  as  to  demand  a  careful 
study  of  the  problem.  In  many  offices  the  subject 
matter  contained  in  a  part  or  all  the  correspond- 
ence is  of  greater  importance  than  the  name  of  the 
correspondent.  In  this  case  numeric  subject  filing 
can  be  used  to  good  advantage.  Very  intelligent 
and  careful  handling  as  well  as  a  preliminary  study 
is  essential  to  secure  logical  headings  and  subhead- 
ings and  to  prevent  confusion  of  subjects.  / 

There  are  two  methods  in  use;  one  is  the  simple 
numeric  system  in  which  an  arbitrary  number  is 
given  to  the  subject  and  which  will  meet  the  re- 
quirements of  the  average  business;  the  other,  a 
decimal  system  (based  on  the  Dewey  Decimal  Classi- 
fication for  public  libraries),  which  is  especially 
adapted  to  the  needs  of  public  service  commissions, 
railroads,  or  other  large  corporations,  for  the  ma- 
terial in  the  files  of  such  organizations  must  be 
definitely  and  permanently  grouped.  These  two 
methods  of  numeric  subject  filing  are  discussed  un- 
der the  two  following  topics. 


170  THE  PRIVATE  SECRETARY 

Arbitrary  numeric  subject  filing 

In  the  arbitrary  numeric  subject  filing,  some- 
times called  "  The  Straight  Numeric  System,"  con- 
secutive numbers  are  assigned  to  the' principal  sub- 
jects. Special  care  should  be  taken  to  make  the 
headings  as  clear  and  comprehensive  as  possible. 
These  subjects  may  then  be  divided  into  as  many 
dependent  subjects  as  seem  necessary,  through  the 
use  of  auxiliary  numbers.  When  the  division  of  a 
dependent  or  subordinate  subject  becomes  advis- 
able, a  letter  of  the  alphabet  is  added  to  the  auxil- 
iary number.  The  numbers  used  for  the  main  sub- 
jects can  be  expanded  indefinitely.  New  subjects 
may  be  added  at  any  time  by  simply  assigning  the 
next  unused  number  to  a  subject  as  it  develops. 

Example: 

4.  Rents 

4 —  1.      Office  buildings 

4  — 1A.  Offices 

4  _1B.  Stores 
4  —  2.    Tenements 


15.  Charitable  work 

15  —  1.      St.  Andrew's  Home  (General  cor- 
respondence) 

15  — 1  A.  St.  Andrew's  Home  (Bills) 
15  —  IB.    St.    Andrew's    Home    (New 

building  plans) 

15  _  2.      Old  Brick  Church  Charity  Guild 
(Correspondence  as  President) 


FILING  171 

Dewey  Decimal  System 

In  the  Dewey  Decimal  System,  all  possible  sub- 
jects are  first  grouped  in  ten  or  fewer  large  classes. 
To  these  classes  are  assigned  the  numbers  from  0  to 
9.  Each  class  may  then  be  divided  into  nine  or 
fewer  sub-classes  which  in  turn  may  be  divided  into 
the  same  number  of  sub-classes.  Further  divisions 
may  be  made  by  the  use  of  a  decimal  number.  The 
divisions  under  each  class  are  always  limited  to 
9.  In  Mr.  Dewey's  own  words  the  system  was  de- 
signed to  serve  as  "a  method  that  would  index 
books  and  pamphlets  on  the  shelves,  the  cards  of  a 
catalog,  clippings  and  notes  of  scrap-books  and 
index  rerums,  reference  to  all  these  items  and  in- 
deed any  literary  material  in  any  form  as  readily  as 
an  ordinary  index  guides  to  the  proper  page  of  a 
bound  book." 

The  difficulty  obviously  is  the  construction  of  a 
satisfactory  scheme  of  classification.  As  the  en- 
tire field  of  the  correspondence  or  subjects  is  divided 
into  nine  main  subjects  and  then  sub-divided  into 
related  topics  which  are  classified  decimally  under 
main  subjects,  the  services  of  an  expert  capable  of 
digesting  each  letter  and  making  the  exact  subject 
classification  are  needed.  This  system  is  too  ela- 
borate for  most  businesses.  Unless  expert  hands 
operate  it,  it  becomes  disordered. 

While  not  so  elastic  as  the  straight  numeric  sys- 


172  THE  PRIVATE  SECRETARY 

tern,  this  method  has  the  advantage  of  allowing  more 
sub-classes  arid  shows  more  clearly  the  relation  of 
one  subject  to  another.  It  also  establishes  defi- 
nitely the  class  number  for  any  subject  so  that  uni- 
formity is  possible  throughout  the  various  branches 
or  departments  of  an  organization.  The  illustra- 
tion given  below  shows  the  method  of  numbering 
used  in  the  decimal  system. 

000.  General 

100.  Executive  Administration 
200.  Finance  and  Accounts 
250.  Accounts 
255.  Exchange  accounts 

255. 1  Subscribers'  accounts 
255.  11  Accounts  in  suspense 

300.  Construction 

400.  Equipment 

500.  Operation 

600.  Rates,  etc. 

V 

Chronological  filing 

The  chronological  system  of  filing  is  devised  to 
supply  the  demand  for  a  system  that  will  automatic- 
ally bring  up  certain  letters  or  other  matters  that 
should  be  attended  to  on  certain  days.  An  example 
of  the  needs  that  this  system  is  intended  to  meet  is 
the  following :  A  letter  is  received  to-day,  January 
15,  which  cannot  be  answered  until  January  21. 
The  reason  for  this  delay  is  that  the  information 


FILING  173 

requested  cannot  be  obtained  until  January  21. 
The  letter  cannot  be  sent  to  the  general  files  until  it 
has  been  answered;  it  should  not  be  left  in,  say,  a 
"  matters  pending "  folder,  for  if  such  cases  are 
frequent,  this  folder  soon  becomes  choked  and  un- 
wieldy. 

Such  letters  pending  final  disposal  should  be 
filed  in  a  follow-up  file,  or  "  tickler  " —  a  device 
based  on  the  chronological  system.  This  follow-up 
file  is  equipped  with  guides  which  bear  the  names  of 
the  months.  In  back  of  each  month  guide  there  are 
thirty-one  folders  numbered  consecutively  from  1 
to  31.  In  other  words,  each  folder  bears  a  number 
on  its  tab.  On  each  morning  the  folder  of  that 
date  should  be  taken  from  the  files  and  its  contents 
disposed  of.  If  a  certain  letter  even  now  cannot 
be  answered,  it  should  be  filed  ahead  in  a  folder 
which  will  bring  the  matter  up  at  a  suitable  time. 


CHAPTER  VII 
OUTLINES  AND  REPORTS 

THE  OUTLINE 

"How  are  you  getting  along  on  the  report?" 
asked  Mr.  Forbes  as  he  stood  beside  his  secretary's 
desk. 

"  I  have  just  about  finished  the  outline/'  answered 
Frank  Campbell,  a  bright-looking  man  who  had  been 
the  private  secretary  to  Mr.  Forbes  for  the  past 
three  months. 

"  Well,  bring  it  into  my  office  and  we  can  talk 
it  over  together,"  remarked  Mr.  Forbes  as  he  made 
his  way  towards  his  private  office. 

For  a  week,  Campbell  had  been  at  work  on  the 
quarterly  report  of  the  President  of  the  Forbes  Steel 
Company.  He  had  collected  and  tabulated  many 
figures,  he  had  talked  over  the  situation  with  his 
chief,  and  now  he  was  finishing  the  outline  of  the 
report. 

This  report  was  the  first  important  piece  of  writ- 
ing that  the  president  had  entrusted  to  him,  and 
Campbell  wished  to  show  his  chief  that  he  was 

174 


OUTLINES  AND  REPORTS  175 

worthy  of  the  trust.  He  now  had  before  him  the 
carefully  planned  framework  of  the  report. 

"  I  hope  he  will  like  it,"  thought  Campbell  as  he 
screwed  on  the  cap  of  his  fountain  pen  and  placed 
it  in  his  vest  pocket.  Then  he  picked  up  the  two 
copies  of  the  outline  and  went  in  to  see  Mr.  Forbes. 

Mr.  Forbes  was  waiting  for  him  and  quickly  took 
the  copy  that  Campbell  offered  him.  As  he  looked 
over  the  outline  he  nodded  affirmatively  several 
times. 

"  There  are  only  two  places  that  need  to  be  fixed 
up,"  said  Mr.  Forbes  after  he  had  come  to  the  end 
of  the  outline. 

A  consultation  held  their  undivided  attention  for 
the  next  ten  minutes. 

"With  such  an  outline  as  that,  you  won't  have 
any  trouble  in  dictating  the  report/'  said  Mr. 
Forbes.  "  You  ought  to  be  able  to  have  it  in  com- 
plete form  for  my  O.  K.  to-morrow.  It  can  then 
be  sent  to  the  printer.  And  if  I  do  say  so,  we  are 
going  to  have  one  of  the  best  reports  that  we  have 
ever  put  out.  Your  use  of  the  outline  is  respon- 
sible." 

The  use  of  the  outline 

In  certain  instances  the  secretary  may  be  called 
upon  to  write  a  lengthy  business  report,  a  long 
and  important  letter,  a  speech,  a  statement  or  in- 


176          THE  PRIVATE  SECRETARY 

terview  for  the  press,  a  business  article,  or  some 
other  form  of  composition  of  considerable  length. 
If  he  is  desirous  of  saving  himself  time,  worry, 
trouble  —  and  at  the  same  time  is  desirous  of  se- 
curing a  well-written  piece  of  work,  he  should  mas- 
ter and  make  use  of  the  outline. 

Before  any  good  piece  of  writing  of  any  length 
can  be  secured,  a  plan  of  construction  of  some  kind 
must  be  clearly  laid  out  in  the  brain  of  the  writer. 
Now,  the  secretary  should  realize  that  if  he  begins 
to  write  his  composition  before  he  has  any  well- 
defined  plan  in  view,  he  is  almost  sure  to  obtain  a 
completed  work  far  from  satisfactory.  If  the  com- 
position is  written  without  any  definite  plan,  the 
clearness  and  logicalness  of  the  piece  of  writing  will 
suffer.  Good  reports,  good  speeches,  good  business 
letters,  and  good  articles  are  not  written  off-hand 
but  are  carefully  thought  out  in  advance.  There 
is  little  question  of  luck  in  the  writing  of  a  good 
composition.  Ideas  must  be  presented  properly  and 
in  accordance  with  a  certain  arrangement.  That 
is  just  the  purpose  of  the  outline  —  to  help  in  the 
writing  of  the  composition. 

What  an  outline  is 

An  outline  is  a  properly  coordinated  arrange- 
ment of  the  important  facts  which  are  to  be  in- 
cluded. In  other  words,  it  is  a  condensed  form  of 


OUTLINES  AND  KEPORTS  177 

notes.  A  common  fault  is  that  it  is  made  too  soon 
after  notes  have  been  taken  on  the  subject.  The 
material  should  have  been  collected  some  little  time 
and  the  subject  allowed  to  shape  itself  before  the 
outline  is  given  an  opportunity  to  crystallize. 

The  essentials  of  a  good  outline 

The  three  essentials  of  a  good  working  outline 
are :  unity,  simplicity,  and  proportion.  The  prin- 
ciple of  unity  is  applied  by  seeing  that  one  sub- 
topic  leads  to  another  and  all  pertain  to  the  main 
topic.  Care  should  be  taken  to  see  that  nothing  is 
included  in  the  main  topic  which  is  a  part  of  the 
subordinate  topic. 

The  outline  should  be  simple  in  construction.  No 
wearisome  details  should  be  included,  and  there 
should  be  no  confusion  of  topics. 

The  principle  of  proportion  as  here  applied  means 
that  the  main  ideas  should  be  made  main  topics; 
subordinate  ideas  should  not  be  made  principal 
topics,  but  sub-topics  of  main  topics.  Sub-ideas 
should  be  properly  subordinated. 

The  five  steps  taken  in  the  making  of  an  outline 
are: 

(1)  The  statement  of  the  definitely  limited  sub- 

ject. 

(2)  The  selection  of  tl^e  point  of  view.. 

(3)  The  selection  and  arrangement  of  the  main 

topics. 


OUTLItE  0?  A  PROSPECTUS  TOR  THE  FOSlttTION  0? 


1.  What  format  arei 

2.  Historical  development  of  foruna; 

3.  Principal  forums  In  New  York  City. 


II.   SHORTCOmSGS  AND  FAULTS  OP  tXI3TIKi  PORU3O 

1.  They  are  supported  and  endowed  by  wealthy  person*  who  often  try 

to  dictate  the  policy) 

2.  They  are  not  ran  on  democratic  principle*,  for 

A.  General  publlo  le  not  admitted  to  Beabershlp; 

B.  General  publlo  has  BO  voice  In 


b.  Selection  of  speaker*  and  topics. 

c.  General  policy. 

3.  They  are  broad,  community,  clrlo  fomas  which 

A.  Treat  of  public  questions  solely  from  the  viewpoint  Of 

men  and  woman  as  citizens  and 

B.  Are  non-partisan  with  respect  to  economic  questions,  and 

C.  Are  not  Interested  In  the  use  of  the  publlo  schools  as 

nlty  centers. 


III.  PROPOSED  LABOR  TCRtW 

1.  A  labor  forum  should  be  organised  and  maintained  In  the  publlo 

schools,  e.  g.,  the  Washington  Irving  High  School j 

2.  Such  a  forum  will  treat  everything  from  the  viewpoint  of  taen  and 

women  as  workers  or  producers,  for  It  will  be 

A.  Non-sectarian; 

B.  Non-part  lean  as  to  politics) 

C.  Partisan  as  to  economic  principles  In  order 

a.  To  strengthen  the  labor  unions,  and 

b.  To  bring  about  the  recognition  of  the 

working  class  a*  a  class. 

3.  The  Arrangement  of  the  program  will  reflect  the  Interests  of  the 

producing  class  through 

A.  Speakers  on  economic  and  social  topics j 

B.  Labor  dramas  and  motion  pictures; 

C.  Labor  music; 

,     a.  Choral, 

b.  Mass  singing, 
o.  Orchestral. 


ARRANGEMENT  OF  OUTLINE 


178 


OUTLINES  AND  REPORTS  179 

(4)  The  subdivision  of  the  main  topics. 

(5)  Revision  to  secure  clearness,  unity,  simplicity, 

and  proportion. 

After  the  outline  has  assumed  the  above  form,  it 
should  be  carefully  scrutinized  for  any  defects  in 
its  mechanical  and.  logical  arrangement. 

THE  WRITING  OF  REPORTS 
Description  and  purpose  of  the  report 

The  secretaries  of  certain  men  are  often  asked 
to  prepare  various  reports.  The  secretary's  em- 
ployer, for  example,  may  be  the  president  of  a  rail- 
road. One  of  the  duties  of  this  employer  may  be  to 
write  an  annual  report.  The  work  of  actually  writ- 
ing this  report  often  falls  to  the  lot  of  the  private 
secretary.  The  same  fact  is  true  of  secretaries  in 
other  lines  of  endeavor  —  they  are  called  upon  to 
prepare  and  write  various  business  reports  for  their 
chiefs. 

These  reports  are  usually  statements  which  con- 
tain in  logical  form  specific  facts  and  figures  per- 
taining to  a  certain  phase  of  business.  They  may 
contain,  also,  recommendations  or  conclusions  based 
upon  the  facts  given  in  the  reports. 

The  gurpas£vof  a  report  is  to  convey  informa- 
tion that_i§LQf  use  and  that  is  to  be  used,  and  the 
secretary  should  never  lose  sight  of  that  fact.  No 
report  should  be  made  unless  it  has  some  definite 


180  THE  PRIVATE  SECRETARY 

purpose  or  tries  to  convey  some  definite  informa- 
tion. 

A  report,  moreover,  implies  a  maker  and  a  re- 
j^eiver.  The  latter  is  usually  some  one  in  authority 
who  is  to  use  the  report  and  base  a  judgment  upon 
the  information  contained  in  it.  Accordingly,  the 
function  and  purpose  for  which  he  wishes  to  use  it 
should  determine  its  character  and  contents.  A 
report,  for  instance,  to  be  made  to  go  out  to  the 
stockholders  of  a  company  should  be  adapted  to 
them  and  to  their  use;  that  is  to  say,  the  language 
must  be  clear  and  free  from  many  technical  words, 
the  tone  must  be  carefully  selected,  and,  as  the  re- 
port is  being  made  so  public,  extreme  care  must  be 
taken  in  regard  to  various  statements  which  in  some 
instances  must  be  made  more  guardedly  than  if 
these  same  statements  were  to  be  seen  by,  say,  only 
the  directors.  If  a  report  is  to  go  to  the  head  of  a 
technical  department,  it  need  be  adapted  only  to 
him. 

Different  kinds  of  reports 

Reports  range  all  the  way  from  the  short,  pub- 
lished bank  reports,  and  accountants'  reports, 
which  are  nearly  all  figures,  to  those  voluminous 
reports  of  consuls  and  others,  which  are  mostly 
narration,  description,  and  exposition.  There  is 
every  grade  of  report  from  jtlie  mere  presentation 


OUTLINES  AND  KEPORTS  181 

of  facts  or  statistics  up  to  a  dignified  persuasion 
and  the  making  of  recommendations. 

Two  forms  of  reports  are  used  — r  the  personal  and 
the  impersonal.  The  personal  is  used  where  dig- 
nity and  formality  need  not  be  observed;  the  im- 
personal style  is  used  when  these  characteristics 
are  essential  elements. 

As  a  rule,  a  report  which  contains  recommenda- 
tions is  more  important  than  one  which  contains 
figures  and  facts  only.  The  former  demands  that 
the  business  judgment  and  knowledge  of  the  writer 
be  exercised  in  the  making  of  the  recommendation. 
In  the  latter,  as  only  facts  and  figures  are  given  as 
they  were  found,  the  reader  is  left  to  draw  his  own 
conclusions.  In  a  report  making  a  recommenda- 
tion, the  writer  should  realize  the  responsibility  that 
rests  upon  his  judgment  and  should  act  accordingly. 

Arrangement  of  a  business  report 

A  business  report  is  largely  dependent  for  its 
value  on  the  method  of  arrangement  and  presenta- 
tion. Both  the  logical  flnfl_ mechanical  arrange- 
ment  of  the  report  should,  therefore,  be  very  care- 
fully considered.  A  report  that  is  poorly  arranged 
will  not  be  clear  to  the  reader  —  at  all  events  the 
poor  arrangement  will  prevent  a  report  from  mak- 
ing a  good  impression.  A  report  illogically  ar- 
ranged is  difficult  to  understand.  Since  most- re- 


182  THE  PRIVATE  SECRETARY 

ports  are  on  important  and  intricate  affairs,  the 
easier  the  reading  and  the  intelligibility  of  the  re- 
port are  made,  the  better. 

The  mechanical  arrangement  is  necessary  in  or- 
der that  the  various  topics  may  be  easily  found  or 
referred  to.  For  convenience  of  reference  the  re- 
port should  be  properly  displayed.  It  should  have 
numerous  subheads,  written  in  capitals,  under- 
lined, or  in  some  other  way  separated  from  the  body 
of  the  reading  matter,  so  that  they  can  be  seen  at 
a  glance.  Sometimes  they  are  placed  in  the  mar- 
ginal space ;  at  other  times  they  are  boxed  by  rules 
and  placed  in  the  text  near  the  left-hand  margin. 
In  every  case,  margins  should  be  wide  and  para- 
graphs should  be  separated  by  an  abundance  of 
white  space.  The  arrangement  of  these  headings 
and  topics  is  a  most  important  consideration  in  a 
report.  For  further  convenience,  figures  should 
be  tabulated,  and  maps  and  diagrams  inserted  wher- 
ever possible.  A  figure  or  chart  is  often  worth 
pages^pf  reading  matter. 

Recommendations  should  be  separated  from  and 
follow  the  facts  on  which  they  are  based.  A  good 
arrangement  is  secured  by  grouping  all  recom- 
mendations at  the  end  of  a  report  or  by  placing 
a  recommendation  at  the  end  of  each  division  of 
facts  which  necessitates  one.  If  a  report  is  long 
and  involves  the  making  of  recommendations  on 


ir.  .is  — ~ r« «sr^Ti'^r..sra  •; 


rstxssr, 


=j=.-r?z£K: 
aEfL'SsiSs^iivsi'stsiiif: 


DlFFEBENT  ABRANGEMENTS  OF  TYPEWRITTEN   PAGE  OF  A  REPORT 


183 


184  THE  PRIVATE  SECRETARY 

several  topics,  it  is  better  to  place  the  recommenda- 
tions throughout  the  report  following  each  separate 
division  of  facts  or  statements.  If  a  report  is  short, 
they  may  be  grouped  at  the  end.  In  many  cases 
where  recommendations  are  scattered  throughout 
the  report,  they  are  summed  up  at  the  end. 

Recommendations  should  be  simple,  but  definite, 
comparatively  few  in  number,  and  should  deal  with 
only  the  essential  points  under  discussion  in  the 
report. 

Recommendations  should  not  be  hidden  within  a 
paragraph,  but  should  be  paragraphed  separately, 
as  follows: 

We  therefore  recommend  that  an  appropriation  of  $10,000 
be  made  for  advertising  and  follow-up  campaigns. 

We  also  recommend  that  the  present  sales  force  be  increased 
to  forty-two. 

The  purpose  and  source  of  any  report  should 
decide  the  nature,  form,  and  arrangement  of  its 
contents.  For  example,  if  it  is  informal  and  is  to 
be  seen  by  only  one  or  two  persons,  it  may  be  sub- 
mitted in  letter  form.  If  the  report  is  to  be  pub- 
lished for  the  benefit  of  stockholders,  it  must  have  an 
arrangement  suitable  for  publication'. 

Nothing  should  be  included  in  the  report  unless 
it  pertains  to  the  title  and  is  common  to  it.  Like- 


OUTLINES  AND  EEPORTS  185 

wise,  each  sub-title  must  cover  every  point  con- 
tained in  the  passage  which  it  titles. 

The  beginning  of  a  report  should  state  its  object, 
the  ground  to  be  covered,  the  sources  of  facts  stated 
(i.e.,  whether  they  have  been  obtained  by  personal 
observation,  by  talk  with  employees,  or  otherwise), 
and  the  authority  by  which  the  reporter  is  making 
the  report.  The  end  should  be  a  summary  of  the 
essential  facts  given  and  a  review  of  the  conclu- 
sions reached  throughout. 

The  essential  qualities  of  the  report 

As  the  receiver  of  a  report  is  usually  some  one  in 
authority  who  can  profitably  use  the  information 
and  recommendations,  the  essential  qualities  are 
clearness  for  the  first  reading  and  convenience  for 
reference. 

To  obtain  clearness,  it  is  necessary  for  the  writer 
to  observe  the  principles  of  unity,  coherence,  and 
emphasis  both  in  the  report  as  a  whole  and  in  its 
separate  divisions  and  paragraphs.  Simple  lan- 
guage should  be  used;  technical  terms  should  be 
avoided  unless  they  are  adapted  to  and  can  be  easily 
understood  by  the  reader.  Wherever  possible, 
maps,  charts,  diagrams,  and  illustrations  should  be 
used.  They  are  more  vivid  than  pages  of  descrip- 
tion. 


186    THE  PKIVATE  SECRETARY 

The  most  common  errors  of  business  reports  are : 

(1)  essentials  included,  but  the  report  not  clear; 

(2)  non-essentials  included ;  (3)  essentials  omitted. 
In  some  cases  the  writer  of  the  report  puts  into 

the  report  all  the  essential  facts  and  figures,  but 
because  of  the  ambiguous,  vague,  or  obscure  lan- 
guage and  the  illogical  arrangement  of  the  ideas  the 
report  is  not  clear.  In  other  cases  the  writer  care- 
lessly includes  ideas  that  are  not  essential.  As  a 
result,  the  reader  of  the  report  is  confused,  for, 
seeing  that  the  writer  has  given  much  space  to  a 
certain  idea,  he  believes  that  idea  to  have  some 
value.  And  in  still  other  cases  the  writer  care- 
lessly omits  ideas,  facts,  or  figures  which  should 
be  included  if  the  report  is  to  be  clear  and  complete. 

For  the  sake  of  securing  the  necessary  qualities 
and  observing  the  principles  of  construction,  ~ai 
outline  should  first  be  made  by  dividing  the  sub- 
ject according  to  some  principle  and  then  sub- 
dividing the  sections  as  this  becomes  necessary. 
The  topics  thus  secured  should  be  arranged  in 
proper  order  and  so  far  as  possible  should  be  ex- 
pressed in  definite  sentences. 

Proportion  in  a  report  means  that  important 
facts  should  be  given  as  much  space  as  is  needed  by 
them;  and  unimportant,  but  not  unessential  facts, 
should  be  given  as  little  space  as  possible.  A  wordy 
report  is  an  abomination.  The  reader  will  be  saved 


OUTLINES  AND  REPORTS  187 

much  time  and  effort  if  the  report  is  made  as  con- 
cise as  possible. 

These  four  points,  then,  should  be  checked  up  in 
revising  the  business  report:  (1)  arrangement 
(mechanical  and  logical)  ;  (2)  proportion;  (3) 
clearness;  (4)  conciseness. 

It  is  important  that  the  writer  of  a  report  do  not 
use  an  aggressive  or  argumentative  tone,  for  the 
reader  is  likely  to  think  that  the  reporter  is  biased 
and  is  trying  to  force  his  opinion  upon  the  reader. 
Far  better  is  it  to  use  the  deductive  method;  in 
other  words,  the  facts,  such  as  they  have  been  found, 
should  be  presented  in  a  cold  way,  and  at  the  end 
deductions  should  be  drawn  logically  from  them. 


CHAPTER  VIII 

TELEPHONING,  TELEGRAPHING,  AND 
CABLING 

TELEPHONING 

"  I  ?VE  got  a  compliment  for  you,"  said  Mr.  Forbes 
addressing  his  private  secretary,  Frank  Campbell. 
"  At  luncheon,  to-day,  two  of  my  friends  remarked 
that  they  received  the  most  courteous  treatment  in 
the  city  over  the  telephone  from  my  office. 

"  Those  two  men,"  continued  the  chief,  noting  the 
smile  on  Campbell's  face,  "  are  not  flatterers  and  I 
believe  what  they  say.  Personally,  there  is  noth- 
ing that  I  dislike  so  much  as  rudeness  over  the  tele- 
phone. Hence  I  'm  especially  pleased  to  hear  from 
outsiders  such  a  favorable  opinion  of  us.  How  do 
you  do  it?  " 

"  It  ?s  rather  easy,"  answered  Campbell  pleased 
with  the  compliment.  "  Just  a  matter  of  tone  of 
voice  and  promptness." 

"  I  know,"  said  Mr.  Forbes.  "  But  I  meant,  how 
did  you  come  to  learn  it  ?  " 

"  Well,  to  be  frank,"  said  Campbell,  "  I  had  so 

188 


TELEPHONING,  TELEGRAPHING     189 

many  disagreeable  experiences  myself  in  telephon- 
ing when  I  first  came  here  to  work  for  you  that  I 
soon  found  out  I  could  handle  calls  better  and  get 
better  results  if  I  was  extremely  courteous  in  voice* 
and  manner." 

Answering  the  telephone 

Much  of  the  chief's  time  can  be  wasted  and  much 
annoyance  can  be  caused  him  if  he  were  to  answer 
the  telephone  every  time  it  rang.  Here  again  is 
another  place  where  the  secretary  should  act  as  in- 
termediary to  save  time  and  trouble  for  his  em- 
ployer. All  incoming  telephone  messages  for  the 
chief  should  first  come  to  the  secretary,  who  will 
pass  judgment  upon  the  call.  If  it  is  necessary  that 
the  chief  should  talk  to  the  person  at  the  other  end 
of  the  wire,  the  secretary  can  switch  him  in. 

In  passing  upon  the  person  calling,  the  secretary 
will  make  use  of  practically  the  same  principles  that 
have  been  laid  down  in  regard  to  the  handling  of 
personal  callers.  There  is,  however,  one  main  dif- 
ference —  the  secretary  cannot  judge  the  telephone 
caller  by  his  personal  appearance,  as  he  is  able  to 
do  with  the  personal  caller.  In  that  respect  is  he 
put  at  a  disadvantage.  The  actual  conversation, 
nevertheless,  might  be  said  to  be  nearly  identical 
with  that  used  with  the  personal  caller  (see  page 
45). 


190          THE  PEIVATE  SECRETARY 

When  the  telephone  bell  rings,  the  secretary 
should  answer  "  Mr. .  Blank's  office  "  or  "  This  is 
Mr.  Blank's  secretary  talking."  "  Hello "  is 
usually  unnecessary.  The  following  conversation, 
for  example,  might  then  take  place : 

Caller :    I  wish  to  speak  to  Mr.  Blank. 

Secretary:  He  is  busy  just  at  this  moment. 
May  I  have  your  name? 

C:    Mr.  Barton. 

( Secretary  should  be  sure  to  get  the  correct  name 
of  the  caller.  If  he  is  not  sure  of  it,  he  should  ask 
the  caller  to  spell  it  out.) 

S :    And  you  wish  to  speak  to  him  about  — ? 

C :  —  the  Board  of  Directors  meeting  of  the  Sec- 
ond National  Bank  for  to-morrow  morning. 

(Secretary  is  satisfied  about  the  matter.) 

S :  If  you  will  hold  the  wire  for  a  moment,  I  '11 
see  if  I  can  get  Mr.  Blank  to  the  'phone. 

(Secretary  will  then  tell  his  employer  the  name 
of  the  person  calling  and  his  business.  The  em- 
ployer is  thus  prepared  to  talk  with  the  caller  and 
is  then  connected.) 

For  other  occasions  when  the  caller  is  reluctant 
about  giving  his  name,  his  business,  and  so  on,  the 
secretary  will  follow  out  about  the  same  conversa- 
tions as  are  given  on  pages  45-49  for  the  handling 
of  personal  callers. 

Using  the  telephone 

Tact,  quickness  of  wit,  and  a  pleasant  voice  are 
the  main  qualifications  that  are  needed  in  the  han- 


TELEPHONING,  TELEGRAPHING     191 

dling  of  the  telephone.  The  same  kind  of  tact  that 
is  needed  in  managing  personal  callers  is  needed  in 
handling  the  telephone  caller.  If  anything,  more 
quickness  of  wit  is  necessary  in  the  transacting  of 
business  over  the  wires  than  is  needed  elsewhere. 

As  both  tact  and  quickness  of  wit  will  be  dis- 
cussed at  some  length  in  succeeding  pages  (see  pages 
304  and  306) ,  these  points  need  not  be  considered  in 
detail  again  here.  The  manner  of  speaking  over 
the  telephone  is,  however,  deserving  of  much  atten- 
tion. The  favorable  impression  that  is  made  on 
the  person  at  the  other  end  of  the  wire  by  a  clear, 
clean-cut  voice,  restrained,  and  of  pleasing  tone 
cannot  be  overestimated.  The  secretary  should  try 
to  cultivate  such  a  manner  of  speaking  over  the 
telephone  if  he  does  not  possess  it  already.  He 
should  be  especially  careful  of  the  inflection  of  his 
voice.  One  of  the  easiest  methods  by  which  to  se- 
cure a  reputation  for  being  a  good  secretary  is  as 
follows:  be  very  courteous,  speak  gently  and  dis- 
tinctly. Little  competition  will  be  found. 

It  may  seem  strange,  but  yet  it  is  a  fact,  that 
many  persons  unused  to  the  telephone  actually 
dread  telephoning.  Such  nervous  fear  must  be 
overcome  at  once.  The  speaker  must  have  no  timor- 
ous feelings  to  impair  his  efficiency.  The  correct 
way  to  talk  over  the  telephone  is  to  speak  clearly, 
distinctly,  with  every  word  well  enunciated.  The 


192          THE  PRIVATE  SECRETARY 

lips  should  be  close  to  or  nearly  inside  the  mouth- 
piece of  the  transmitter.  The  secretary  should  not 
talk  at  the  telephone,  but  into  it.  Many  secretar- 
ies have  the  fault  of  being  unable  to  realize  that 
they  are  talking  not  to  a  piece  of  mechanism  but  to 
a  person.  The  secretary  should  be  courteous  to  all 
telephone  callers.  A  low,  restrained  voice  will 
carry  better  over  the  telephone  than  will  a  loud 
voice.  The  voice  should  not  be  pitched  higher  than 
the  normal  tone.  As  a  matter  of  fact,  the  voice 
pitched  lower  than  ordinary  is  better.  And  speak 
slowly!  The  habit  of  slow,  deliberate,  careful  talk- 
ing must  be  acquired. 

The  whole  attention  should  be  concentrated  upon 
telephoning.  No  attempt  should  be  made  to  do 
other  things  at  the  same  time,  such,  for  instance,  as 
signing  or  reading  letters.  If  such  an  attempt  is 
made  to  do  other  work,  it  is  likely  to  mean  an  in- 
coherent and  indistinct  talk,  because  the  doing  of 
other  things  at  the  same  time  distracts  the  atten- 
tion of  the  talker  from  the  thoughts  that  are  be- 
ing uttered,  and  also  is  likely  to  take  the  mouth  of 
the  talker  away  from  the  transmitter. 

A  gruff,  "  important "  tone  or  voice  should  never 
be  used.  The  secretary  may  not  always  know  who 
is  at  the  other  end  of  the  wire.  Moreover,  the  im- 
pression made  on  any  listener  is  extremely  vexa- 


TELEPHONING,  TELEGRAPHING     193 

tious.  A  pleasant  voice,  "a  voice  with  a  smile," 
is  of  great  value  in  telephoning.  It  shows  that  the 
listener's  feelings  are  being  considered.  It  aids  in 
transacting  the  business  quickly,  easily,  and  pleas- 
antly for  both  persons. 

The  person  who  is  telephoning  into  the  office 
should  be  treated  as  courteously  over  the  telephone 
as  is  the  caller  who  comes  in  person.  It  is  unneces- 
sary that  the  secretary  should  show  how  business- 
like he  is  by  speaking  curtly  and  snappishly.  Nor 
should  the  caller  be  kept  waiting  long.  The  tele- 
phone should  be  answered  as  soon  as  possible.  If 
the  call  is  for  the  chief,  and  if  the  secretary  has 
found  that  the  chief  will  talk  over  the  telephone,  the 
secretary  should  try  to  get  the  chief  to  take  up  the 
receiver  as  soon  as  possible.  If  he  is  busy  at  the 
time  and  will  be  busy  for  a  few  minutes,  the  sec- 
retary should  tell  the  conditions  to  the  caller  and 
let  him  decide  whether  he  will  hold  the  wire  for  a 
few  minutes  or  will  call  up  again.  Or  the  secre- 
tary can  ask  the  caller  to  leave  the  message ;  or  he 
may  say  that  he  will  notify  him  by  telephone  when 
the  chief  becomes  disengaged. 

To  recall  "  Central "  or  the  exchange  operator, 
the  receiver  hook  should  not  be  jiggled  rapidly. 
The  correct  way  is  to  move  the  hook  slowly  up  and 
down. 


194  THE  PRIVATE  SECEETAEY 

Handling  outgoing  calls 

When  the  secretary  is  asked  to  get  Mr.  Blank, 
an  important  and  busy  man,  on  the  wire,  the  sec- 
retary usually  talks  with  Mr.  Blank's  secretary. 
He  will  say :  "  Mr.  Ivens,  President  of  the  United 
Flour  Company,  wishes  to  speak  with  Mr.  Blank 
about  next  year's  contract."  The  secretary  of  Mr. 
Blank  gets  Mr.  Blank  to  the  telephone.  Then  Mr. 
Ivens's  secretary  must  act  carefully.  It  is  wise 
not  to  say :  "  Just  wait  a  minute,  please."  Far 
better  is  it  to  say :  "  Mr.  Ivens,  President  of  the 
United  Flour  Company,  wishes  to  speak  with  you." 
Such  a  statement  made  by  the  secretary  implies  that 
Mr.  Blank  should  hold  the  wire.  This  method  is 
not  so  blunt  or  so  likely  to  lead  to  the  irritation  of 
Mr.  Blank  as  the  other  method. 

In  certain  cases  where  both  men  concerned  are 
important  men,  the  secretary  of  each  will  try  to  get 
the  other  principal  to  the  'phone  before  his  own 
chief  takes  the  'phone.  Secretaries  do  this  in  order 
that  they  may  save  their  employers  the  trouble  of 
saying,  "  Hello,  Mr.  Blank?  "  and  of  then  finding 
out  that  the  person  talking  at  the  other  end  of  the 
wire  is  Mr.  Blank's  secretary. 

In  some  cases  the  battle  of  wits  between  the  two 
secretaries,  each  striving  to  get  the  other  man  on 
the  wire  before  he  puts  his  own  employer  on,  lasts 
for  four  or  five  minutes.  Various  subterfuges  and 


TELEPHONING,  TELEGRAPHING     195 

stratagems  are  used.  One  secretary  will  say,  "  Yes, 
Mr.  Smith  is  here  and  is  ready  to  talk.  Put  your 
chief  on."  The  other  secretary  will  say :  "  Just 
a  minute  " —  and  then  a  few  seconds  later  will  say, 
"Hello,  is  this  Mr.  Smith?"  hoping  that  in  the 
meanwhile  the  other  secretary  will  have  put  on  his 
own  chief.  As  a  rule,  however,  where  the  employers 
are  of  about  the  same  importance  in  business,  the 
secretary  who  is  calling  up  the  other  man  should 
give  in. 

Other  points  about  incoming  calls 

Whenever  a  telephone  call  comes  in  while  the 
chief  is  out,  the  secretary  will  first  try  to  handle 
the  call  himself.  If,  however,  the  matter  is  not 
within  his  jurisdiction  and  if  he  is  unable  to  handle 
it,  he  should,  if  possible,  get  the  other  person  to 
leave  the  message.  If  this  is  unsuitable,  he  should 
make  a  telephone  appointment,  that  is  to  say,  he 
may  ask  the  other  person  to  call  up  at  a  certain 
time  when  the  chief  will  be  in,  or  he  may  say  that 
he  himself  will  call  the  other  person  up  when  the 
chief  comes  in. 

The  secretary  should  always  have  handy  on  his 
desk  near  the  telephone  a  pad  upon  which  he  can 
take  notes  of  various  conversations  which  come  to 
him  over  the  telephone.  By  having  this  pad  handy 
he  will  save  much  time  and  the  confusion  which 


196  THE  PRIVATE  SECRETARY 

would  otherwise  arise  if  he  had  to  leave  the  desk 
to  find  paper  upon  which  to  write  the  message.  The 
time  at  which  important  messages  are  received 
should  be  noted  and  the  name  of  the  caller  should  be 
taken.  Any  notes  about  the  secretary's  conversa- 
tion may  also  be  jotted  down.  It  may  be  wise,  more- 
over, to  enter  each  separate  note  as  closely  as  possi- 
ble to  the  one  preceding  it.  These  slips  of  paper 
should  then  be  saved,  for  they  will  serve  as  a  record 
of  telephone  transactions.  If  the  secretary  will 
train  himself  to  take  and  hold  the  receiver  with  his 
left  hand,  he  will  find  it  an  advantage,  for  he  will 
thus  be  able  to  make  use  of  his  right  hand  to  jot 
down  the  notes  he  takes  over  the  telephone. 

A  list  of  telephone  numbers  should  be  kept  handy 
also,  for  if  the  employer  says :  "  Get  me  Francis 
Hall  &  Co.  just  as  soon  as  you  can,"  the  secretary 
should  not  be  compelled  to  look  in  the  telephone 
book.  This  list  of  numbers,  of  course,  will  contain 
the  telephone  numbers  of  those  concerns  and  places 
which  are  frequently  called  up  on  the  telephone. 

TELEGRAMS 

The  secretary  should  make  himself  acquainted 
with  the  matter  of  sending  telegrams,  for  he  may 
at  any  time  be  called  upon  either  by  his  employer 
or  by  events  to  make  use  of  this  method  of  trans- 
mitting messages.  This  is  especially  true  since  in 


TELEPHONING,  TELEGRAPHING     197 

the  present  days  so  many  various  uses  of  the  tele- 
graph have  come  into  being,  such,  for  instance,  as 
the  "  Lettergram  "  or  "  Night  Letters." 

The  ordinary  telegram  should  be  written  in  a 
language  which  is,  first,  absolutely  clear  and,  sec- 
ond, as  brief  as  is  compatible  with  clearness.  Of 
these  two  requirements  the  first  is  the  more  impor- 
tant. If  the  message  is  not  clear,  it  not  only  is  use- 
less but  it  might  easily  cause  financial  loss  or  dis- 
agreement. But  at  the  same  time  if  the  message  is 
not  as  brief  as  possible  it  is  wasteful.  The  secre- 
tary should,  therefore,  make  a  study  of  the  writing 
of  telegrams,  so  that  he  may  train  himself  to  send 
explicit  and  concise  messages  without  difficulty. 

The  minimum  charge  for  telegrams  is  based  on 
ten  words,  not  counting  the  name,  address,  and  sig- 
nature. Since  this  is  so,  nothing  is  to  be  gained  by 
reducing  the  message  to  less  than  ten  words.  A 
charge  at  a  certain  fixed  rate  is  made  for  every 
word  over  ten.  If,  for  example,  the  rate  for  ten 
words  is  eighty  cents,  each  extra  word  above  ten  is 
charged  eight  cents. 

Certain  points  about  the  writing  of  telegrams 
should  be  noted.  Avoid  an  arrangement  of  words 
which  can  be  interpreted  in  two  ways.  Sentences 
should  be  clear  and  should  not  depend  upon  punc- 
tuation for  their  clearness.  Telegraph  companies 
do  not  hold  themselves  responsible  for  punctuation 


198  THE  PKIVATE  SECRETARY 

and  in  many  cases  where  punctuation  is  used 
trouble  is  caused.  An  example  of  this  is  given  in 
the  case  where  one  man  telegraphed :  "  No !  Price 
is  too  high."  The  telegraph  company  transmitted  it 
so  that  it  reached  the  other  person  as :  "  No  price  is 
too  high." 

Write  sentences  so  that,  even  though  they  are  run 
together,  the  meaning  is  clear. 

Use  no  salutation,  or  complimentary  close.  All 
words  that  do  not  add  to  the  clearness  and  that 
might  just  as  well  be  left  out  should  be  omitted,  as : 

!(The)  CONCERN  ACCEPTS  (your)  OFFER 
(to)  BUY  EIGHTEEN  NUMBER  TWENTY- 
FIVE  CARS  DELIVERY  (on)  APRIL  FIF- 
TEEN. 

Usually,  first  person  pronouns  may  be  omitted 
where  they  are  certain  to  be  understood.  Words 
in  a  telegram  should  not  be  divided.  Compound 
words  are  accepted  as  one  word,  as  to-day,  to-mor- 
row, or  to-night.  In  ordinal  numbers,  such  as  18th, 
23rd,  and  so  forth,  the  suffixes  st,  d,  and  th  are 
counted  as  extra  words.  All  numbers,  therefore, 
should  be  spelled  out.  There  are  two  reasons  for 
spelling  out  numbers:  (1)  it  assures  greater  safety 
in  having  numbers  transmitted  correctly  in  the  mes- 
sage; and  (2)  a  saving  in  cost  is  made. 
Each  of  the  following  is  counted  as  one  word : 


TELEPHONING,  TELEGRAPHING     199 

A  —  Every  separate  letter,  such  as  the  B  in  Henry 

B.  Huyler. 
B  —  Every  word  in  a  person's  or  concern's  name. 

Example:    Phillips    and    Van    Brunt   Co. 

(four  words) .     A  surname,  like  Van  Brunt, 

is  counted  as  one  word. 
C —  Every  dictionary  word  (in  cablegrams,  words 

that  exceed   fifteen   letters   in   length   are 

counted  as  two  words). 
D  —  Each  figure,  as  400  (three  words) .     It  should 

be  noted  that,  if  this  number  is  written  out 

(four  hundred),  it  is  counted  as  only  two 

words. 

E  —  The  names  of  villages,  towns,  cities,  states,  ter- 
ritories, provinces  of  states  and  territories; 

common    weights    and    measures;    figures, 

decimal    points,    and    punctuation    marks 

within  the  sentence. 

Examples: 

New  Hampshire one  word 

New  York one  word 

A.  M one  word 

P.  M , one  word 

C.  O.  D.  (written  cod) one  word 

C.  I.  F.   (written  oif) one  word 

ys  (figures  and  division  bar) three  words 

one  eighth two  words 

F.  O.  B.  (written  fob) one  word 

per  cent one  word 

O.  K one  word 

Alright  (for  all  right) one  word 

25000   five  words 

Twenty-five  thousand three  words 

52%   five  words 


200  THE  PRIVATE  SECRETARY 

No  charge  is  made  for  the  signature  of  the  sender 
or  for  the  name  and  address  of  the  person  to  whom 
the  message  is  sent.  If  the  sender  adds  his  own  street 
and  number,  a  charge  is  made  for  such  addition. 

Conciseness  must  not  verge  upon  abruptness  or 
curtness  in  sending  messages  to  private  people  on 
personal  or  social  matters.  Inability  to  fulfil  a 
social  engagement  ought  naturally  to  be  more  fully 
..expressed  than  a  message  to  a  business  house  urg- 
ing a  despatch  of  certain  matters,  for  it  is  wise  to 
avoid  brevity  that  seems  discourteous  or  parsimo- 
nious. The  following  telegram  is  an  example  of 
one  sent  on  a  personal  matter. 

MR  JOHN  M  HEWITT 

29  ORANGE  STREET 
PITTSBURGH  PA 

EXCEEDINGLY  SORRY  THAT  A  PREVI- 
OUS ENGAGEMENT  PREVENTS  MY  MEET- 
ING YOU  AT  STATION  FRJDAY  FIVE 
OCLOCK  PLEASE  COME  TO  MY  OFFICE 

DIRECT 

FRANK  CARLEY 

The  above  telegram  is  better  suited  in  this  personal 
matter  than  would  be  the  curt  note  given  below : 

MR  JOHN  M  HEWITT 
29  ORANGE  STREET 

PITTSBURGH  PA 

CANNOT  MEET  YOU  STATION  FRIDAY 
FIVE  OCLOCK  COME  TO  MY  OFFICE 

FRANK  CARLEY 


TELEPHONING,  TELEGRAPHING     201 

Codes 

Code  systems  are  used  extensively  in  telegraphing 
and  cabling,  for  two  reasons :  first,  in  order  to  save 
expense;  and  second,  to  insure  secrecy.  If  a  code 
system  is  used  by  the  employer  or  in  the  employer's 
business,  the  secretary  should  make  himself  ac- 
quainted with  it  so  that  he  may  have  no  trouble  in 
using  it. 

The  code  system  is  based  upon  these  assump- 
tions : 

1  —  that  both  the  sender  and  the  receiver  of  the 
message  understand  that  a  code  or  a  prearranged 
method  of  communication  is  Joeing  used. 

2  —  that  each  of  the  two  persons  concerned  has 
in  his  possession  a  code  book  so  that  he  may  trans- 
late the  meaning  of  the  message.     One  word  in  a 
code  will  usually  represent  several  words,  a  phrase, 
or  a  sentence.     For  example,  analogous  might  mean 
— "  We  are  shipping  your  order  by  fast  freight." 

If  the  secretary  finds  that  his  employer  or  his 
employer's  concern  has  no  code  book,  he  should 
make  use  of  such  systems  as  the  "  A.  B.  C."  or  the 
Western  Union.  Of  course,  if  he  uses  these  public 
code  systems,  he  does  not  secure  secrecy  for  his 
message.  If  he  needs  to  have  absolute  secrecy  for 
his  message,  he  must  use  a  system  prearranged  with 
the  person  receiving  the  message.  There  is  no  rea- 
son why  the  secretary  cannot  make  up  his  own  code 
and  put  it  into  the  hands  of  his  correspondents. 


202  THE  PKIVATE  SECRETARY 

If  he  does  make  up  his  code,  he  should  follow  out 
the  following  rules: 

1  —  Each  code  word  should  be  a  real  word  in  a 
recognized  language ;  not  an  arbitrary  combination 
of  letters  or  figures. 

2  —  Code  words  must  be  pronounceable. 

3  —  No  code  word  should  contain  more  than  ten 
letters,  if  it  is  to  be  charged  as  one  word. 

EXAMPLES  OF   CODE  WORDS 

A.  B.  C.  Code  Word  Meaning 

Outstand Until  further  orders 

Resultant Subject  to  reply  in  24  hours 

Mare Shipment  stopped  in  consequence  of  strike 

Worsted Write  full  particulars  by  next  mail. 

If  no  particular  code  has  been  agreed  upon  be- 
tween the  persons  interested,  the  message  may  start 
"abc  code,"  which  will  indicate  to  the  person  re- 
ceiving the  message  that  the  rest  of  the  message  is 
to  be  interpreted  by  the  A.  B.  C.  code  book. 

When  messages  in  code  are  received  by  the  secre- 
tary, it  is  his  work  to  look  up  each  word  in  the  code 
book  and  write  out  the  message  in  plain  language. 
This  is  like  translating  from  a  foreign  language  into 
English.  Some  judgment  is  required,  for  code 
phrases  often  only  approximate  in  meaning  what 
was  intended  to  be  said.  Hence,  in  translating  the 
message  the  secretary  should  make  two  transla- 


TELEPHONING,  TELEGRAPHING     203 

tions :  ( 1 )  the  literal  translation  which  is  the  exact 
translation  of  the  code  words;  and  (2)  underneath 
the  literal  translation  should  be  little  changes  sug- 
gested by  common  sense  in  order  to  make  clear  the 
real  meaning  of  the  message. 

Classification  of  telegrams 

The  secretary  should  also  be  informed  of  the  vari- 
ous kinds  of  telegrams  so  that  he  may  use  the  one 
best  suited  to  his  particular  case.  In  general,  there 
are  six  main  kinds  of  telegrams : 

1.  The  regular  day  message,  to  which  the  stand- 
ard rate  applies :  i.e.,  a  certain  rate  for  ten  words 
or  less  and  an  added  charge  for  each  additional 
word  pro  rata. 

2.  The  night  telegram,  which  is  accepted  up  to 
2  A.  M.  at  reduced  rates.     This  message  is  sent  dur- 
ing the  night  and  is  delivered  the  morning  of  the 
ensuing  business  day.     It  should  be  written  on  the 
usual  blank  furnished  for  night  messages.     The 
rate  is  about  15  per  cent,  less  than  day  rates,  but 
there  are  no  night  rates  when  the  day  rate  is  a  dollar 
or  more. 

3.  The  day  letter,  which  is  a  deferred  day  service. 
The  rate  is  also  lower  than  the  standard  day  rate 
and  is  as  follows :  one  and  one-half  times  the  stand- 
ard night  letter  rate  for  the  transmission  of  fifty 


204  THE  PKIVATE  SECRETARY 

words  or  less,  to  which  is  added  one-fifth  of  the 
initial  rate  for  each  additional  ten  words  or  less. 
These  letters  must  be  written  in  plain  English.  .  No 
code  language  is  allowed.  Day  letters  are  not  al- 
lowed to  interfere  with  the  regular  day  telegrams  in 
the  matter  of  transmission  and  delivery. 

4.  The  night  letter,  which  is  governed  by  the  same 
conditions  which  govern  the  night  telegram,  with 
these  additional  points:  night  letters  are  accepted 
up  to  2  A.  M.  for  delivery  in  the  morning  of  the 
ensuing  business  day.     The  rates  are  lower  than 
those  for  the  standard  night  telegram.     These  rates 
are  as  follows :  the  standard  day  rate  for  ten  words 
is  charged  for  a  night  letter  of  fifty  words  or  less, 
to  which  is  added  one-fifth  of  the  standard  day  rate 
for  ten  words  for  each  additional  ten  words  or  less. 
No  code  language  is  allowed  and  the  company  is 
permitted  to  deliver  night  letters  by  mail  after  they 
have  been  transmitted  to  the  city  or  town  of  des- 
tination. 

5.  If  the  sender  of  a  telegram  desires  to  assure 
himself  that  it  has  been  sent  correctly  he  may  have 
it  repeated  —  that  is,  he  may  have  it  telegraphed 
back  to  the  sending  office  for  comparison  with  the 
original  —  by  paying  one-half  the  usual  rate  in 
addition  to  the  original  charge. 

6.  The  telegraphic  money  order  in  which  the  tele- 
graph company  transmits  money  for  the  sender. 


TELEPHONING,  TELEGRAPHING     205 

Miscellaneous  points 

The  secretary  should  always  make  a  carbon  dup- 
licate of  the  telegram.  In  fact,  triplicate  copies  are 
made  in  many  cases:  one  is  sent  in  a  letter  that 
confirms  the  telegram :  another  is  filed  in  the  regular 
correspondence  file  or  in  a  separate  file  kept  for 
telegrams;  and  the  third  is  given  to  the  telegraph 
company  to'  be  transmitted. 

Telegraph  companies  are  compelled  by  law  to 
send  a  message  exactly  as  it  is  written  without 
change  or  the  alteration  of  even  obvious  mistakes. 

Cablegrams 

If  the  secretary  is  called  upon  to  do  cabling,  he 
should  procure  from  the  telegraph  company  the 
rules  which  govern  cablegrams.     Cablegrams  are 
subject  to  rules  which  differ  greatly  from  those  that 
govern  the  telegram  in  the  United  States,  for  they 
are  based  on  the  International  Telegraph  Regula- 
tions.    Certain  points,  however,  might  be  noted,  as 
follows:  a  word  of  more  than  fifteen  letter^  is. 
charged  as  two;  every  word  is  counted,  including 
name,  address,  and  signature.     If  full  rate  is  paid,  , 
code  language  is  permitted  and  expedited  service  is  . 
secured. 

Hal^-rate  messages  (deferred  half -rate)  are  sub- 
ject to  being  deferred  in  favor  of  full-rate  messages 
for  not  exceeding  twenty-four  hours.  These  mes- 


-206  THE  PRIVATE  SECKETAKY 

sages  must  be  in  the  language  of  the  country  of 
origin  or  of  destination,  or  in  French.  This  class 
of  service  is  in  effect  with  most  European  countries 
and  with  various  other  countries  throughout  the 
world.  Full  particulars  will  be  supplied  on  ap- 
plication at  any  Western  Union  office. 

Cable  letters  can  be  used  for  plain-language  com- 
munications. The  language  of  the  country  of  des- 
tination may  be  employed,  if  the  cable-letter  service 
is  in  operation  to  that  country.  These  messages  are 
subject  to  delivery  at  the  convenience  of  the  com- 
pany within  twenty-four  hours  if  telegraphic  de- 
livery is  selected.  Delivery  by  mail  beyond  London 
will  be  made  if  the  prefix  CLP  is  written  before  the 
address.  The  rate  between  New  York,  Boston, 
Halifax,  or  Montreal  and  London  or  Liverpool,  is 
75  cents  for  thirteen  words  including  the  necessary 
prefix  and  5  cents  for  each  additional  word.  Rates 
from  interior  points  are  slightly  higher. 

Week-end  letters  may  be  used.  These  are  similar 
to  cable  letters  except  that  the  rate  between  New 
York  and  the  other  places  above  mentioned  is  f  1.15 
for  twenty-five  words  including  the  necessary  pre- 
fix. Excess  words  are  charged  at  the  rate  of  5  cents 
each.  These  messages  must  be  filed  before  midnight 
Saturday  for  delivery  on  Monday  morning,  if  tele- 
graphic delivery  is  selected. 


TELEPHONING,  TELEGRAPHING     207 

Wireless  telegraphy 

Because  of  the  fact  that  the  use  of  wireless  teleg- 
raphy is  becoming  so  common,  the  secretary  should 
know  something  about  it.  The  method  of  transmit- 
ting messages  by  this  means  is  about  the  same  as 
the  method  used  by  the  secretary  in  sending  mes- 
sages by  cable  and  telegraph.  It  might  be  noted, 
however,  that  both  the  cable  and  wireless  system  of 
the  counting  of  words  and  charging  for  them  are 
alike,  that  is,  the  address  and  signature  are  counted 
and  charged  for. 

To  send  marconigrams  from  the  United  States 
to  Great  Britain  and  Ireland,  the  secretary  should 
have  his  message  presented  at  the  offices  of  the  West- 
ern Union  Telegraph  Company  or  the  Great  North- 
Western  Telegraph  Company.  If  the  secretary  is 
called  upon  to  use  the  wireless  very  often,  he  will 
find  it  advisable  to  procure  the  pamphlet  "  Instruc- 
tions for  Radio  Communication  "  from  the  United 
States  Department  of  Commerce  and  Labor.  This 
pamphlet  contains  complete  information  on  radio 
communication. 


v 


CHAPTER  IX 
SOURCES  OF  INFORMATION 

WHEN  Frank  Campbell,  private  secretary  to  the 
president  of  the  Forbes  Steel  Company,  reached  the 
office  at  8 :30  that  Monday  morning,  he  found  await- 
ing him  the  following  telegram  from  his  chief : 

MR  FRANK  CAMPBELL 
15  WALL  ST  N  Y  CITY 

SHALL  NOT  RETURN  TILL  TUESDAY 
ABOUT  FOUR  MUST  MAKE  AFTER  DINNER 
SPEECH  ON  BONUS  SYSTEMS  HOTEL  ASTOR 
AT  EIGHT  OCLOCK  PREPARE  SPEECH  FOR 
ME 

J  C  FORBES 

Campbell  noted  that  the  telegram  had  been  sent 
from  Mr.  Forbes'  country  home  at  Highland  Falls 
and  reasoned  that  Mr.  Forbes  had  decided  to 
lengthen  his  week-end  with  his  family. 

As  the  Monday  morning  mail  was  always  rather 
heavy,  and  as  other  pressing  matters  needed  to  be 
attended  to,  it  was  nearly  two  o'clock  before  Camp- 
bell could  give  his  attention  to  the  wish  expressed 
by  his  chief  in  his  telegram.  For  several  moments 

208 


SOURCES  OF  INFORMATION          209 

he  sat  before  his  cleared  desk  and  thought  about  the 
speech  on  "  Bonus  Systems  "  which  Mr.  Forbes  was 
to  deliver.  He  tried  to  recall  to  mind  the  after- 
dinner  talks  he  himself  had  heard  in  order  to  de- 
cide on  the  kind  of  speech  that  would  be  suitable. 

"Two  things  are  needed  anyway,"  he  finally 
thought.  " — Good,  solid  facts  about  bonus  sys- 
tems and  a  couple  of  apt  jokes.  The  public  library 
at  42nd  Street  will  give  me  the  facts ;  I  shall  furnish 
the  jokes.  But  first,  the  facts." 

"  Miss  Ray,"  he  said  addressing  the  confidential 
stenographer,  "  I  'm  going  up  to  the  library  and 
shall  probably  not  return  until  about  five  o'clock." 

Then,  after  having  told  her  how  to  handle  certain 
matters  during  his  absence,  he  slipped  a  package  of 
note  cards  into  his  pocket  and  left  the  office. 

During  his  trip  on  the  subway,  he  carefully  con- 
sidered the  topic  about  which  he  was  seeking  in- 
formation so  that  by  the  time  he  arrived  at  the 
library  he  had  definitely  planned  his  course  of  ac- 
tion. He  took  the  elevator  to  the  card-catalogue 
room  where  he  quickly  found  the  references  he  de- 
sired. These  references  were  not  only  to  books,  but 
also  to  magazines  and  newspaper  articles.  He  dis- 
carded from  his  list  of  references  all  but  the  latest 
and  seemingly  most  authoritative  and  then  handed 
the  revised  list  to  the  attendant. 

Within  a  few  moments  he  was  seated  at  one  of  the 


210  THE  PRIVATE  SECRETARY 

long  tables  in  the  reading  room,  eagerly  scanning 
the  table  of  contents  and  indexes  of  five  books. 
Next,  he  read  the  most  promising  parts  of  these 
books.  As  he  read,  he  made  notes  on  his  note  cards. 
At  the  end  of  an  hour  he  had  before  him  quite  a  little 
stack  of  cards  —  each  card  of  which  contained  only 
a  single  note. 

He  returned  the  books  to  the  desk  and  went  to  the 
magazine  room  where  he  repeated  the  procedure. 
From  there  he  went  to  the  newspaper  room. 

At  five  o'clock  Campbell  was  back  at  the  office. 
He  cleaned  up  the  few  remaining  business  matters 
of  the  day  and  departed  for  home  —  and  work,  for 
he  had  to  write  the  speech  that  night  if  it  were  to  be 
done  at  all. 

It  was  late  that  night  before  Frank  Campbell  had 
finished  the  skeleton  outline  and  the  rough  draft  of 
the  speech,  but  the  sound  sleep,  induced  partly  by 
fatigue  and  partly  by  the  consciousness  of  work  well 
done,  left  him  much  refreshed  the  next  morning. 

As  soon  as  he  reached  the  office  in  the  morning, 
he  dictated  the  speech  to  Miss  Ray  by  making  use 
both  of  the  outline  and  the  rough  draft.  He  then 
dismissed  the  whole  matter  from  his  mind  and  con- 
centrated his  efforts  on  the  work  of  the  day. 

Half  an  hour  later  Miss  Ray  brought  to  his  desk 
the  completed  typewritten  speech  and  four  carbon 


SOURCES  OF  INFORMATION          211 

copies  of  it.  Campbell  immediately  scanned  the 
work,  made  a  few  corrections  and  changes,  and 
slipped  it  into  the  drawer  of  his  desk. 

Mr.  Forbes  did  not  arrive  at  four  o'clock  as  he 
had  telegraphed  Campbell.  But  at  5 :30  he  walked 
rapidly  into  the  office  and  greeted  the  somewhat 
worried  Campbell. 

"  I  was  detained  by  a  tire  blow-out,"  panted  Mr. 
Forbes.  "  Must  hurry  along  and  get  dressed.  Is 
the  speech  ready?  " 

"  Yes,  sir,"  said  Campbell.  He  reached  into  the 
desk  drawer,  pulled  out  the  typewritten  copies  of 
the  speech  and  tlje  outline  which  he  had  typed  on 
the  note  cards.  These  he  handed  to  his  chief,  who 
hurriedly  glanced  through  the  material,  nodded  to 
himself  once  or  twice,  and  then  rushed  out  of  the 
office,  stuffing  the  sheets  into  the  pocket  of  his 
duster. 

When  Mr.  Forbes  arrived  at  the  office  at  9:15 
Wednesday  morning,  he  first  answered  the  greeting 
of  his  secretary  and  then  said,  "  The  talk  made  quite 
a  hit  last  night.  But  where  did  you  get  such  good 
ideas?" 

After  Campbell's  modest  narrative  of  how  he  got 
the  information,  Mr.  Forbes  remarked,  "  That  just 
goes  to  show  how  valuable  it  is  to  know  where  to 
seek  information." 


212  THE  PRIVATE  SECRETARY 

How  and  where  to  find  needed  information 

A  valuable  asset  to  the  private  secretary  is  the 
ability  to  secure  needed  information.  There  is  an 
old  and  true  saying  to  the  effect  that  "  it  is  not  so 
much  to  know,  as  to  know  where  to  find."  If  the 
secretary  is  employed  by  a  chief  who  is  often  called 
upon  to  make  speeches,  to  write  articles  on  financial 
and  other  business  matters,  he  will  find  it  wise  to 
make  himself  acquainted  with  the  various  sources 
from  which  he  can  obtain  information.  This  in- 
formation will  be  of  aid  to  the  secretary  if  he  him- 
self does  the  actual  writing  of  the  compositions,  or 
will  be  of  help  to  the  secretary  in  criticizing  the 
finished  product.  Often  the  work  both  of  collect- 
ing the  material  and  of  writing  will  devolve  upon 
the  secretary  himself. 

If  the  subject  of  the  composition  requires  that 
more  information  be  secured  than  that  already  at 
hand,  the  first  main  source  is  the  public  library. 
Too  little  use  is  made  by  secretaries  of  the  advan- 
tages offered  by  the  public  library.  In  preparing 
himself  to  write  on  the  subject  assigned  to  him  by 
his  employer,  the  secretary  should  be  thorough  and 
painstaking  in  securing  the  necessary  information, 
for  the  employer  relies  upon  him  to  produce  the 
best  possible  piece  of  work.  Usually  it  will  be 
found  that  poor  articles  or  compositions  are  caused 
by  the  lack  of  thoroughness  on  the  part  of  the  sec- 


SOURCES  OF  INFORMATION         213 

retary  in  securing  all  the  possible  information.  If 
the  secretary  will  have  recourse  to  the  public  li- 
brary, he  will  have  at  hand  the  tools  for  doing  good 
work. 

The  secretary,  who  is  called  upon  to  do  much  look- 
ing up  of  information  for  his  chief,  should  first  of 
all  master  the  methods  of  searching  out  the  de- 
sired facts  at  the  library.  He  should  understand 
how  to  use  the  card  catalogue  and  the  various  books 
of  reference  to  secure  information  on  non-recent 
material;  he  should  know  which  magazines  and 
books  of  reference  to  use  to  secure  information  on 
up-to-date  or  current  topics. 

The  secretary  should  first  judge  whether  the  sub- 
ject about  which  he  is  securing  information  is  re- 
cent or  non-recent.  If  the  topic  is  of  recent  event, 
it  is  almost  useless  to  go  to  the  card  catalogue ;  the 
recent  magazines  and  the  newspaper  files  should  be 
consulted.  But  if  the  subject  is  of  non-recent  oc- 
currence, the  card  catalogue  will  be  found  very  help- 
ful. 

The  card  catalogue  or  card  index  of  the  ordinary 
public  library  has  the  subjects,  the  names  of  the 
authors,  and  names  of  the  books  arranged  together 
alphabetically.  Hence,  if  the  name  of  the  author  or 
if  the  name  of  the  book  is  known,  the  book  con- 
taining the  information  can  be  easily  secured.  But 
if  neither  the  name  of  the  author  nor  the  name  of 


214  THE  PRIVATE  SECRETARY 

the  book  can  be  recalled,  or  if  both  are  unknown, 
reference  should  be  made  to  the  specific  subject.  If 
nothing  is  found  there,  reference  should  be  made 
to  the  subject  that  includes  the  subject  being  looked 
up.  For  instance,  suppose  the  secretary  is  asked 
to  collect  information  for  an  article  on  "  Panics 
and  Depressions  in  the  United  States."  If  upon 
reference  to  the  subject  "  Panics  "  he  is  unable  to 
find  anything  in  the  card  catalogue,  he  should  look 
under  "  Depressions."  If  nothing  is  found  there, 
however,  he  might  look  for  a  comprehensive  work  qn 
the  financial  history  of  the  United  States  or  on 
finance  —  the  general  subject,  which  includes  the 
specific  topics  of  "  Panics,"  and  "  Depressions." 
There  at  least  will  he  find  books.  He  can  procure 
these  books  and  turn  to  the  indexes  where  he  will 
find  references  to  "Panics"  and  "Depressions." 
After  he  has  found  some  information,  he  should  not 
consider  that  he  has  exhausted  his  resources. 
There  may  have  been  magazine  articles  on  the  sub- 
ject. To  find  such  references,  he  should  ask  the 
librarian  for  "  Readers'  Guide  to  Periodical  Litera- 
ture," the  purpose  of  which  is  made  sufficiently 
clear  by  its  title.  This  book  in  large  libraries  will 
be  found  on  the  shelf  given  over  to  reference  books 
in  the  card  catalogue  room.  After  he  has  obtained 
this  book,  which  is  kept  up-to-date  by  sections  pub- 
lished monthly,  he  should  look  up  his  subject  under 


SOURCES  OF  INFORMATION         215 

various  heads,  as,  "  Panics,"  "  Depressions,"  "  Fi- 
nance," "  Financial  Panics,"  "  Financial  Depres- 
sions," "  Economics,"  and  so  forth.  References  will 
contain  the  name  of  the  magazine,  the  volume  num- 
ber, the  month  or  week  of  publication,  and  the  page 
number  of  the  article. 

"  Poolers  Index  "  (the  need  filled  by  this  publica- 
tion is  now  filled  by  the  "  Readers'  Guide  to  Period- 
ical Literature,"  the  "  Readers'  Guide  Supplement," 
and  the  "Industrial  Arts  Index"),  the  "Annual 
Library  Index,"  and  the  "  United  States  Cata- 
logue" (the  "Cumulative  Book  Index")  can  be 
used.  References  in  these  indexes,  however,  may 
be  made  to  books  not  in  the  library.  If  he  needs 
these  books  the  secretary  can  then  secure  them 
through  his  bookstore.  The  various  encyclopedias 
will  furnish  leads  which  will  be  of  aid  in  looking  up 
the  subject.  The  reference  librarian  or  the  libra- 
rian himself  is  usually  glad  to  help  in  the  search 
and  should  be  consulted. 

When  the  matter  to  be  looked  up  is  of  some  cur- 
rent topic,  such  as  "  The  Effect  of  the  European 
War  on  the  Exports  of  the  United  States,"  refer- 
ence must  be  carried  still  further.  "  The  Readers' 
Guide  to  Periodical  Literature  "  will  be  of  great  aid 
in  giving  reference  to  magazine  articles,  for  as  the 
subject  is  of  such  a  recent  nature  few,  if  any,  books 
will  have  been  published  on  it.  The  latest  monthly 


216  THE  PRIVATE  SECRETARY 

supplement  of  the  "  Readers'  Guide "  will  be  re- 
ferred to.  Even  that,  however,  may  be  a  month 
behind,  so  recourse  should  be  made  to  such  monthly 
magazines  as  the  American  "  Review  of  Reviews," 
and  "  World's  Work."  Reference  to  weekly  pub- 
lications will  bring  the  reference  nearly  up  to  date. 
Such  publications  as  the  "Nation,"  "Outlook," 
"  Independent,"  "  New  Republic,"  "  Current 
Events,"  and  "  Literary  Digest "  will  be  found  valu- 
able. And  the  secretary  should  also  make  use  of  the 
table  of  contents  and  the  indexes.  This  act  will 
save  much  time. 

In  the  special  subject  given  above,  "  The  Effect 
of  the  European  War  on  the  Exports  of  the  United 
States,"  such  special  trade  papers  as,  "  The  Ameri- 
can Exporter,"  "  Exporters'  Review,"  "  Wall  Street 
Journal,"  "  Moody's  Magazine,"  and  so  forth  must 
not  be  overlooked.  And  last,  the  newspaper  files 
should  be  consulted  in  order  to  bring  the  list  of 
references  up  to  date.  The  secretary  should  remem- 
ber that  he  cannot  do  justice  to  himself  and  to  the 
composition  he  is  to  write  for  his  employer  until 
after  he  has  secured  comprehensive  information  on 
the  subject. 

The  secretary  as  a  source  of  reference 

The  secretary  himself  should  be  a  source  of  in- 
formation on  outside  matters  and  on  matters  di- 


SOURCES  OF  INFORMATION         217 

rectly  connected  with  the  employer  and  his  affairs. 
He  needs  to  have  a  general  knowledge  of  matters 
connected  with  his  employer's  business  so  that  he 
may  converse  intelligently  with  callers  who  are 
likely  to  be  interested  in  the  same  business  endeav- 
ors. He  should  also  be  well  read  on  current  events, 
on  the  hobbies  of  his  chief,  and  should  note  any 
items  of  news  or  information  about  matters  that 
pertain  directly  to  the  chief. 

The  secretary  should  come  to  the  office  in  the 
morning  with  the  important  news  of  the  day  in 
head  so  that  he  may  be  prepared  to  talk  with  the 
chief  or  with  the  callers  on  such  current  events. 
He  should  read  at  least  two  morning  newspapers, 
for  items  of  news  missed  by  one  paper  may  be  found 
in  the  other  paper.  Editorials  will  give  the  secre- 
tary good  points  which  may  be  brought  up  in  dis- 
cussions. The  newspapers  should  also  be  read  for 
matters  of  interest  to  the  chief  personally  or  to  his 
business. 

If  any  item  of  news  is  found  which,  in  the  judg- 
ment of  the  secretary,  ought  to  be  saved,  this  item 
should  be  immediately  clipped,  as  much  time  is  lost 
and  many  points  are  forgotten  if  this  is  not  done 
immediately.  Such  items  once  passed  by  are  diffi- 
cult to  find  later.  The  value  of  keeping  and  prop- 
erly classifying  clippings  and  other  memoranda  is 
great.  Such  a  collection  of  information  will  be  a 


218  THE  PRIVATE  SECRETARY 

source  of  gratification,  for  the  secretary  will  be  able 
to  put  Ms  hands  on  just  the  information  he  wants 
when  he  is  suddenly  called  upon  to  write  a  speech, 
article,  etc.  These  clippings,  however,  should  not 
be  kept  in  a  scrap  book  because  of  the  difficulty  of 
indexing  them.  A  better  method  is  the  envelope 
system.  The  envelope  system  is  no  more  nor  less 
than  an  alphabetical  filing  system  with  envelopes 
instead  of  folders.  The  clippings  are  dropped  in 
the  envelope. 

Until  recently  it  has  been  extremely  difficult  to 
use  the  back  files  of  newspapers  for  information  on 
news  items  because  of  the  lack  of  an  index,  and 
hence  the  necessity  to  look  through  many  papers 
before  the  item  could  be  found.  This  want  has 
now  been  filled  by  "  The  New  York  Times  Index." 
By  the  aid  of  the  index  the  details  of  events  are 
quickly  found  —  who  participated  and  what  was 
said  and  done ;  the  developments,  with  all  dates  and 
references  grouped.  For  complete  information  it 
refers  to  page,  column,  and  issue  of  the  "  New  York 
Times  " ;  also,  through  the  dates,  it  serves  as  index 
to  the  news  of  any  other  newspaper. 

Trade  journals  and  trade  papers,  business  jour- 
nals, and  professional  journals  in  the  particular 
field  of  his  employer's  business  or  profession,  should 
be  carefully  read.  Articles  of  merit  will  be  found  in 
guch  magazines  which  are  worthy  of  preservation 


SOURCES  OF  INFORMATION         219 

for  future  needs.  If  the  secretary  does  not  wish  to 
mar  the  magazine  by  clipping  the  article,  he  can 
enter  the  title,  subject,  and  author  of  the  article 
and  the  name,  volume,  and  page  of  the  magazine  on 
a  card  which  will  then  be  filed  in  a  card  index  kept 
for  this  purpose. 

Digests  should  be  made  of  bills  that  are  appearing 
in  the  state  legislature  or  in  Congress  which  bear 
upon  the  operation  of  his  business.  These  bills 
should  be  examined  for  any  dangerous  features. 

Such  books  of  handy  reference  to  facts,  figures, 
and  other  information  as  the  "  World's  Almanac/' 
the  «  Statesman's  Year  Book,"  «  Who 's  Who,"  the 
"  Social  Register,"  and  so  on,  should  be  at  hand  to 
be  consulted  by  the  secretary. 

Secretaries  in  certain  positions  will  need  to  know 
the  many  points  about  postal  rules.  Upon  applica- 
tion, the  Postmaster-General  (Washington,  D.  C.) 
will  send  the  pamphlet  "  Postal  Information." 


CHAPTER  X 

EDITING,  PRINTING,  AND  PROOF 
READING 

Supervision  of  printing 

AMONG  the  duties  which  the  private  secretary 
may  be  called  upon  to  perform  are  those  included 
under  the  general  title  of  supervision  of  printing. 
His  chief  may  be  concerned  with  certain  matters 
which  involve  printing.  In  such  a  case,  the  super- 
vision of  this  printing  will  devolve  upon  the  private 
secretary.  The  secretary,  accordingly,  should  ac- 
quire a  sufficient  knowledge  of  printing  to  handle 
these  matters  satisfactorily.  For  instance,  sup- 
pose that  the  chief,  as  president  of  a  certain  cor- 
poration, is  called  upon  to  submit  to  the  stockhold- 
ers his  annual  report  —  printed.  In  this  instance, 
the  secretary  should  not  only  help  in  writing  the 
report,  but  should  also  supervise  the  whole  pro- 
cedure necessary  before  the  printed  copies  are 
placed  in  the  hands  of  the  stockholders."  He  would 
need  to  arrange  with  the  printer  for  the  printing; 
i.e.,  the  cost,  the  paper,  the  form,  the  type  to  be  used, 

the  general  make-up,  the  date  of  delivery,  and  so 

220 


EDITING,  FEINTING,  PKOOF  EEADING    221 

forth.  x  Then  he  would  need  to  read  the  proof  that 
the  printer  submits  to  him.  In  reading  the  proof 
he  would  need  to  exercise  not  only  his  knowledge  of 
proof  reading,  but  also  his  editorial  powers  in  re- 
gard to  revision^ 

Without  a  knowledge  of  such  matters,  the  sec- 
retary is  likely  to  get  into  difficulties  and  waste 
much  time. 

\The  supervision  of  printing  can  be  broken  up  into 
three  main  divisions,  as  follows:  (1)  editing,  (2)   V 
arrangements  for  the  printer,  and  (3)  proof  read-  ^ 
ing.    Although  certain  sub-editorial  work  might 
well  be  considered  under  editing,  yet  more  clearness 
will  be  secured  in  this  discussion  if  sub-editorial 
work  is  considered  together  with  proof  reading. 
With  that  exception  the  order  of  the  three  divisions 
is  the  logical  and  chronological  order. 

Editing  the  manuscript 

*  After  the  ideas  of  the  chief  have  been  put  on 
paper  and  have  been  criticized  and  O.  K'd  by  him 
for  their  content,  the  secretary  should  carefully  go 
over  the  manuscript  (the  abbreviated  form  is  MS.) 
and  edit  it.  '  This  editing  will  consist  in  the  revision 
of  the  manuscript  to  catch  errors  in  spelling  and 
in  the  grammatical  structure  of  the  sentences. 
Some  of  the  sentences  will  need  to  be  changed  to 
avoid  awkwardness,  to  obtain  clear  expression, 


222  THE  PRIVATE  SECRETARY 

smoothness,  and  so  forth.  Paragraphs  need  to  be 
examined  for  unity,  or  singleness  of  thought,  for 
coherence  or  logical  arrangement  of  ideas  and  clear 
connection,  and  for  emphasis. 

The  whole  composition  should  be  considered  from 

several  angles  to  see  whether  or  not  the  arguments 

^1  or  ideas  are  in  logical  arrangement;  whether  the 

\  main  idea  is  brought  out  well ;  whether  the  points 

^which  need  stressing  are  stressed ;  whether  the  tone, 

character,  and  type  of  language  used  are  the  best 

for  this  specific  composition ;  whether  the  reasoning 

is  logical  and  proves  the  case ;  and  so  forth. 

^11  proper  names  should  be  checked  up  for  their 
spelling.  Whatever  facts  and  figures  are  given 
should  be  verified. 

Preparing  "  copy  " 

\The  first  draft  of  matter  sent  to  the  printer  is 
called  "  copy."  If  care  is  taken  with  the  prepara- 
tion of  the  copy  that  is  to  be  sent  to  the  printer,  a 
great  amount  of  trouble  can  be  avoided.  The  first 
rule  that  the  secretary  should  learn  is  that  it  is 
easier  to  make  changes  in  the  copy  than  in  the 
proof.  Moreover,  author's  corrections  (the  name 
given  to  the  changes  made  by  the  author  in  the 
proof)  are  costly  and  mean  much  trouble  both  to 
the  printer  and  the  author.  The  copy  should  be  as 
clean  as  possible  from  crossed-out  words  and  in- 


EDITING,  PRINTING,  PROOF  READING    223 

terlineations,  and  should  be  as  legible  as  possible. 
Many  secretaries  in  preparing  copy  for  the  printer 
have  the  idea  that  the  compositor  can  decipher  any 
kind  of  scrawl.  They  send  copy  to  the  printer 
which  the  compositor  can  hardly  read;  in  fact  in 
many  cases  he  cannot  read  it.  In  all  events,  the 
result  is  that  the  typesetting  is  slowed  down  and 
mistakes  are  made.  The  compositor  is  bound  to 
follow  copy  in  word  and  fact  unless  there  should  be 
instances  of  punctuation  or  spelling  obviously 
wrong,  which  he  may  correct  if  he  catches  them. 
Copy,  however,  should  not  be  sent  to  the  printer 
with  the  idea  that  the  printer  will  correct  it  before 
it  goes  to  the  compositor,  or  type-setter. 
*">The  following  points  in  regard  to  the  matter  of 
preparing  copy  should  be  noted : 

1.  The  copy  should  contain  all  the  ideas  which 
the  writer  wishes  it  to  contain.  In  other  words,  the 
copy  should  be  complete.  Changes  in  type  take 
time  and  cost  money.  The  addition  or  canceling  of 
a  single  word  in  the  middle  of  a  paragraph  may 
necessitate  the  resetting  of  the  paragraph  from  that 
point  on. 

,  2.  Write  on  only  one  side  of  the  sheet  of  paper. 
These  sheets  should  be  carefully  numbered  and  ar- 
ranged in  consecutive  order,  but  should  not  be 
fastened  together.  The  sheets  should  be  of  the 
same  size  and  not  too  large.  In  many  cases  the 


224          THE  PRIVATE  SECRETARY 

whole  number  of  sheets  is  divided  up  among  four 
or  five  compositors  by  the  "  copy  cutter."  Each 
batch  of  "  copy  "  given  to  a  compositor  is  called  a 
"  take."  The  letter  size  of  sheet,  8y2  x  11  inches, 
is  the  convenient  size  for  the  printer  and  composi- 
tor. 

>  3.  It  is  best  to  have  the  copy  typewritten  and  as 
clean  as  possible,  with  little  opportunity  for  the 
compositor  to  go  astray.  Double  or  triple  spacing 
between  lines  should  be  used  so  that  legible  inter- 
lineation is  possible.  A  margin  of  at  least  one 
inch  should  be  left  at  the  top. 

•t  4.  Wide  margins  should  be  used  so  that  instruc- 
tions to  the  printer,  inserts,  etc.,  will  not  be 
crowded.  Do  not  write  lengthwise  in  the  margin. 
Marginal  up-and-down  writing  makes  hard  work  for 
the  "  copy  cutter "  who  divides  the  copy  into 
"  takes  "  for  the  typesetter.  Copy  should  never  be 
rolled.  It  should  be  sent  flat  or  folded. 

5.  The  copy  should  be  marked  for  different  sizes 
and  kinds  of  type,  capitals  (i.e.,  if  a  word  is  to  be 
put  into  capitals),  different  fonts  (style  of  face  of 
type),  arrangement,  and  so  on.  The  proof -marks 
used  on  copy  to  direct  the  compositor  in  regard  to 
capitals,  small  capitals,  italics,  and  so  on  are  illus- 
trated under  "  Proof-Marks  "  (see  page  238).  Di- 
rections for  the  printer  written  on  the  copy  should 
have  a  circle  drawn  around  them  so  that  they  may 


EDITING,  PRINTING,  PROOF  READING    225 

not  be  confounded  with  reading  matter  or  inserts. 

6.  Never  divide^  a  word  so  that  part  remains  at 
the  bottom  of  one  page  and  part  at  the  top  of  the 
next  page.     In  general,  avoid  the  dividing  of  words 
from  line  to  line.     Make  your  copy  easy  for  the 
printer  to  follow. 

7.  Use  special  care  in  writing  names  and  figures. 

back  spacing  and  writing  over  a 


name  or  figure  without  erasure  first. 

8.  Be  particularly  careful  if  obliged  to  write  in 
long-hand.    Underscore  "  u  "  and  overacore  **  n  " 
when  there  is   any   chance   of  confusion.     Print 
proper  names  and  unusual  words. 

9.  When  pages.  are  inserted  use  letters.     For  ex- 
ample, between  pages  3  and  4  number  the  inserted 
pages  3  A,  3B,  and  so  forth. 

10.  A  circle  drawn  around  an  abbreviation  in- 
dicates that  the  word  is  to  be  spelled  out  in  print. 
A  circle  around  spelled-out  words  indicates  that 
they  are  to  be  abbreviated.     This  device,  however, 
should  not  be  used  unless  the  writing  is  in  long- 
hand and  the  time  is  short.     If  the  meaning  of  the 
abbreviation  is  not  at  once  evident,  do  not  use  it, 
Co.  may  be  read  either  company  or  county. 

11.  When  there  is  any  chance  that  a  word  inten- 
tionally misspelled  (as  in  dialect)  will  be  changed 
by  the  printer,  write  "follow  copy"  in  the  margin. 

12.  To  cross  out  a  letter,  or  in  other  words,  to 


226  THE  PRIVATE  SECRETARY 

elide  a  letter,  draw  an  oblique  line  through  it  from 
left  to  right.     Cross  out  the  letter  unmistakably. 

13.  An  oblique  line  drawn  through  a  capital  let- 
ter from  left  to  right  makes  it  a  small  (lower  case) 
letter.     But  do  not  obscure  the  letter.     Remember 
that  the  printer  must  read  it.     Three  straight  lines 
under  a  letter  or  word  indicate  that  full  capitals  are 
desired.    Two  lines  call  for  small  capitals,  and  one 
line  for  italics. 

14.  Always  watch  names.     Verify  every  name  un- 
less you  are  absolutely  certain  of  its  correctness. 

15.  Miscellaneous  points  to  be  observed  are  these : 
uniformity  should  be  observed  in  matters  of  capital- 
ization, spelling,  and  punctuation  throughout  the 
copy.     Paragraphing  should  be  indicated  in  the 
copy  by  a  deep  indention  or  by  a  paragraph  mark 
(TJ),  and  should  not  be  left  to  the  compositor. 
Punctuation  should  not  be  left  until  after  proof  has 
been  received.     The  copy  should  be  carefully  punc- 
tuated. 

Printing 

+/  Usually  before  the  copy  is  set  up  in  type  there 
has  to  be  some  kind  of  understanding  or  arrange- 
ment with  the  printer  in  regard  to  such  matters  as 
cost,  time  of  delivery,  mechanical  make-up  or  style 
of  the  work,  and  so  on.  Such  matters  are  consid- 
ered under  the  title  of  printing. 


EDITING,  PRINTING,  PROOF  READING     227 

'  The  private  secretary  who  has  much  printing 
work  to  look  after  will  find  that  a  wise  policy  to 
adopt  is  to  select  carefully  a  printer  from  whom  he 
can  expect  (1)  good  work,  (2)  fulfilled  promises 
in  respect  to  the  time  of  delivery,  (3)  expert  help 
or  service  in  the  matter  of  preparing  the  lay-out  or 
make-up  of  the  matter,  and  (4)  a  fair  price.  Of 
these  four  considerations,  the  first  is  the  most  im- 
portant. Poor  printing  is  an  abomination.  No 
matter  how  good  is  the  content  of  the  article  or  re- 
port, poor  printing  will  make  it  appear  at  a  disad- 
vantage. 

At  the  same  time  it  is  important  in  many  cases 
that  the  printed  matter  be  delivered  on  a  certain 
date.  If  the  secretary  cannot  rely  upon  the  prom- 
ises of  the  printer  in  regard  to  time  of  delivery,  he 
will  soon  find  that  he  is  in  trouble.  Printers,  as  a 
general  class,  are  notorious  for  their  breaking  of 
promises  to  deliver  completed  printed  matter.  In 
many  cases,  this  fault  is  the  fault  of  those  who  are 
having  the  printing  done,  because  of  their  delay  in 
correcting  and  returning  proof.  The  second  qual- 
ity, therefore,  that  the  secretary  should  look  for  in 
a  good  printer  is  reliability  in  regard  to  his  prom- 


j  The  third  point  to  be  considered  concerning  the 
printer  is  service.  Many  large  printing  houses  have 
service  departments,  the  purpose  of  which  is  to  aid 


228          THE  PRIVATE  SECRETARY 

customers  in  planning  and  laying  out  their  print- 
ing. Such  service  from  the  printer  himself  or  from 
the  service  department  will  be  of  aid  to  the  secretary 
in  deciding  such  a  matter  as  the  making  of  the  lay- 
out of  the  printed  matter.  At  the  same  time  print- 
ers are  not  infallible  and  cannot  be  expected  to 
take  a  keen  interest  in  each  piece  of  work.  In  case 
of  doubt  in  regard  to  the  looks  of  the  "  dummy  " 
(the  sample  form  or  specimen  of  the  size  and  ap- 
pearance of  the  real  publication  that  is  made  up  to 
show  how  the  printed  matter  will  look),  the  sec- 
retary should  rely  on  his  own  judgment.  As  a 
rule,  the  printer  or  the  expert  in  the  service  de- 
partment of  the  printer  will  show  samples  of  paper, 
type  arrangement,  and  sizes  and  styles  of  type. 
From  these  samples,  there  can  be  chosen,  with  the 
advice  of  the  printer,  the  paper,  arrangement,  and 
type. 

The  mechanical  make-ujp_pr  lay-out  will  usually 
be  in  a  conventional  form  based  on  custom  or  usage. 
The  selection  of  the  lay-out  is  governed  by  these 
considerations:  (1)  utility;  (2)  custom  or  conven- 
tionality; (3)  originality;  (4)  harmony  or  beauty. 
The  main  characteristic  which  governs  the  selection 
of  paper  is  that  of  appropriateness  for  the  printed 
matter.  Type  selection  is  based  on  legibility,  ap- 
propriateness, and  beauty.  For  detailed  informa- 
tion on  this  topic  the  secretary  is  referred  to  vari- 


EDITING,  PRINTING,  PROOF  READING     229 

ous  books  on  printing  which  may  be  found  in  the 
libraries. 

The  fourth  and  last  point  to  be  considered  by  the 
secretary  is  price.  As  there  are  no  standardized 
rates  for  printing,  each  individual  printer  makes 
his  own  charges.  The  secretary  should  remember, 
though,  that  cheap  printing  never  pays.  For  small 
pieces  of  printing  it  is  well  to  take  the  price  given 
by  the  secretary's  regular  printer.  For  large  pieces 
of  printing  it  is  wiser  to  get  bids  from  various 
printers,  but  to  give  preference  to  the  regular 
printer  in  case  his  price  is  the  same  as  those  of  the 
competing  bidders  or  even  a  little  higher.  The 
reason  for  this  course  of  action  is  that  the  regular 
printer  knows  the  style  of  make-up  that  is  wanted. 
Moreover,  the  private  secretary  can  rely^on  him  for 
good  work  and  for  his  promises.  This  course  is 
better  than  giving  the  work  to  an  untried  printer 
just  because  his  price  happens  to  be  a  little  lower. 

Proof  reading 

Proof  reading  is  the  art  or  business  of  correct- 
j  ing  the  printed  "  proofs "  of  articles,  books,  or 
other  pieces  of  printing  set  up  in  type  before  pub- 
lication. Reading,  correcting,  and  revising  of 
proof  are  duties  which  the  p'rivate  secretary  is  often 
called  upon  to  perform  even  though  he  may  have 
nothing  to  do  with  the  editing  of  the  "  copy  "  or 


230          THE  PRIVATE  SECRETARY 

with  making  arrangements  with  the  printer.  Not- 
withstanding the  fact  that  the  catching  of  typo- 
graphical errors  or  errors  of  the  printer  can  be 
done  by  a  clerical  assistant,  it  is  better  that  proof 
reading  should  not  be  intrusted  to  assistants.  This 
advice  is  given  because  in  many  instances  ideas 
when  set  up  in  print  seem  to  convey  a  meaning 
or  impression  different  from  that  given  when 
in  typewritten  form.  If  the  secretary  reads  the 
proof  sent  from  the  printer,  he  will  in  many  in- 
stances see  the  necessity  of  making  certain  changes 
—  matters  which  would  not  be  touched  by  the  as- 
sistant who  would  not  know  or  who  would  not  have 
the  skill  and  authority  to  revise. 

Proof  reading,  including  correction  and  revision, 
is  much  more  difficult  and  trying  than  it  is  thought 
to  be  by  the  novice.  The  learning  of  the  printer's 
marks,  called  "  proof -marks,"  used  in  correcting 
proof  is  the  easiest  part  of  the  work.  Good  proof 
reading  demands  the  following:  (1)  a  knowledge 
of  the  printer's  marks  used  in  correcting  proof;  (2) 
the  power  to  concentrate  so  that  every  letter,  word, 
and  punctuation  mark  will  be  examined  as  a  single 
unit  and  also  in  its  relation  to  the  whole  sentence ; 
(3)  a  knowledge  of  "make-up,"  the  printer's  term 
fpr  the  choice  an<^  arrangement  of  type,  rules  for 
paging,  and  so  on;  (4)  a  first-class  knowledge  of 
grammar,  spelling,  and  rhetoric;  and  (5)  a  good, 


EDITING,  PRINTING,  PROOF  READING     231 

general  knowledge  of  the  subject  set  up  in  type. 

The  importance  of  good  proof  reading  is  testified 
to  by  Charles  Dickens,  who  said :  "  I  know  from 
some  slight  practical  experience  what  the  duties  of 
correctors  of  the  press  are,  and  how  these  duties  are 
usually  discharged.  And  I  can  testify,  and  do  test- 
ify here,  that  they  are  not  mechanical  —  that  they 
are  not  mere  matters  of  manipulation  and  routine ; 
but  that  they  require  from  those  who  perform  them 
much  natural  intelligence,  much  super-added  cul- 
tivation, considerable  readiness  of  reference,  quick- 
ness of  resource,  and  excellent  memory,  and  a  clear 
understanding.  And  I  must  gratefully  acknowl- 
edge that  I  have  never  gone  through  the  sheets  of 
any  book  I  have  written  without  having  had  pre- 
sented to  me  by  the  corrector  of  the  press  something 
I  had  overlooked  —  some  slight  inconsistency  into 
which  I  had  fallen  —  some  little  lapse  I  had  made 
—  in  short,  without  having  set  down  in  black  and 
white  some  unquestionable  indication  that  I  had 
been  closely  followed  in  my  work  by  a  patient  and 
trained  mind,  and  not  merely  by  a  skilful  eye." 

The  influence  of  good  proof  reading  upon  the 
character  of  the  composition  or  general  printing 
is  too  often  underrated.  No  perfection  of  paper, 
English,  or  binding  can  atone  for  bad  or  slipshod 
typography. 
.*— The  route  through  which  proof  goes  is  somewhat 


232  THE  PRIVATE  SECEETAEY 

as  follows:  After  the  compositor  or  type-setter 
has  set  the  "  copy,"  either  by  hand  or  by  a  type-set- 
ting machine,  the  first  proof  of  the  composed  types 
is  "  pulled."  This  proof  is  called  "  office  proof," 
and  is  corrected  by  the  proof  reader  of  the  printing 
house  from  the  original  copy.  Any  corrections  in- 
dicated on  this  proof  are  made  by  the  printer  at  his 
own  expense.  In  some  cases  two  other  first  proofs 
are  "  fruited "  upon  which  are  copied  the  correc- 
tions that  have  been  made  on  the  first  proof  which 
the  proof  readers  have  read.  One  copy  of  the  first 
proof  is  kept  by  the^printer  and  the  other  two  cop- 
ies, together  with  the  manuscript,  are  sent  to  the 
author.  The  secretary  should  see  to  it  that  at  least 
two  sets  of  proof  are  given  to  him.  In  other  cases 
the  corrections  as  indicated  in  the  first  proof  are 
made  in  the  type  standing  in  the  galleys ;  then  sev- 
eral proofs  called  "  author'^jprpjof s  "  -are  pulled. 
Two  of  these  author^  proofs  are  sent  together  with 
the  manuscript  to  tkfc  author.  The  author  makes 
whatever  corrections  or  changes  he  desires  on  both 
proofs.  He  keeps  one  proof  for  himself  as  a  record 
and  sends  the  other  proof  with  manuscript  to  the 
printer. 

The  early  proofs  are  "  pulled  "  from  type  set  up 
in  galleys  (a  galley  is  a  long,  narrow  tray  made  of 
brass  or  zinc  with  flanges  on  three  sides  to  support 
the  type  which  is  placed  in  a  frame  after  the  copy 


EDITING,  FEINTING,  PROOF  BEADING     233 

has  been  set  up).     If  the  amount  of  copy  is  small, 
galley  proof  is  seldom  given. 

If  the  author  makes  many  changes  in  the 
"  author's  proof "  he  receives  a  third  or  revised 
proof  again  taken  from  the  galleys  of  type.  Later 
these  galleys  of  type  are  broken  up  into  pages  to 
receive  headings  and  page  numbers.  Proof  is 
"  pulled  "  from  these  new  divisions  and  sent  with 
the  last  revised  proof  to  the  author  as  "  page  proof." 

Reading  proof 

The  secretary  will  receive  the  proof  together 
with  the  manuscript.  He  should  place  the  proof 
sheets  on  his  desk  and  directly  in  front  of  him. 
The  manuscript  should  be  placed  in  a  handy  posi- 
tion at  the  left.  The  secretary  then  compares  the 
matter  on  the  proof  sheet  with  that  in  the  manu- 
script. He  should  possess  a  quick  eye  and  be  ale^t 
to  catch  every  little  error  or  mechanical  imper- 
fection in  the  type.  He  should  scrutinize  closely 
every  letter  of  every  word,  clause,  and  sentence, 
while  keeping  at  the  same  time  a  grasp  of  the  sense 
of  the  matter  he  is  dealing  with. 

The  secretary  in  reading  the  proof  should  ex- 
ercise utmost  care.  Letters  are  likely  to  be  in- 
verted. The  spacing  majfrfbe  wrong.  Words  may 
have  been  left  out  or  misspelled  or  transposed.  The 
wrong  style  of  type  or  the  wuong  size  of  type  may 


234  THE  PRIVATE  SECRETARY 

have  been  used.  All  such  inaccuracies  occur  and 
are  likely  to  evade  the  reader  unless  he  is  extremely 
careful. 

Corrections  are  preferably  made  in  ink  rather 
than  in  pencil.  If  the  proof  has  been  printed  in 
black  ink,  a  different  color  of  ink  should  be  used 
in  marking  corrections  so  that  the  contrasting  color 
will  show  the  compositor  in  an  instant  the  exact 
change  that  is  to  be  made.  If  the  proof  contains 
the  corrections  that  have  already  been  made  by  the 
printing  house's  proof  reader,  the  secretary  should 
make  his  corrections  or  changes  in  an  ink  of  a  dif- 
ferent color.  For  example,  if  the  printing  house's 
proof  reader  has  used  green  ink  for  correction,  the 
secretary  might  use  red  ink.  This  device  will,  in 
some  cases,  save  the  secretary  from  being  charged 
for  author's  corrections  brought  about  by  mistakes 
of  the  compositor. 

Typographical  errors  in  the  proof  are  first  in- 
dicated usually  by  a  line  drawn  through  the  incor- 
rect letter  or  word,  by  a  check  mark,  or  by  other  de- 
vices. The  correction  is  then  made  on  the  blank 
margin  opposite  the  line  in  which  the  error  was 
found.  If  there  are  several  errors  in  the  same  line, 
corrections  are  placed  opposite  that  line  in  exactly 
the  same  order  in  which  the  errors  appear.  These 
corrections  are  generally  separated  from  each  other 
by  oblique  lines.  Only  when  necessary  for  clear- 


EDITING,  FEINTING,  PROOF  READING     235 

ness  should  long  lines  connect  the  error  with  the  cor- 
rection in  the  margin.  The  frequent  use  of  such 
lines  tends  to  confuse  the  compositor  when  he  is 
correcting  the  errors  and  slows  down  his  work. 

When  several  errors  have  been  found  in  the  same 
line  the  corrections  of  these  various  errors  are  made 
in  the  margin  nearer  the  error  which  it  is  intended 
to  correct.  These  corrections,  however,  must  al- 
ways be  made  in  exactly  the  same  order  in  wrhich 
the  mistakes  occur  in  the  type.  Sometimes  many 
errors  occur  in  one  word.  In  such  an  event  it  is 
wiser  to  rewrite  the  wrord  in  the  margin  than  to 
correct  each  individual  error. 

If  a  large  amount  of  new  matter  is  to  be  inserted, 
it  should  be  written  on  another  piece  of  paper  and 
pasted  to  the  proof  sheet  with  definite  directions 
as  to  where  it  is  to  be  inserted.  If  the  new  matter 
is  only  a  line  or  two,  it  may  be  written  on  the  mar- 
gin of  the  proof  sheet. 

It  is  a  wise  practice  to  read  over  the  proof  a  sec- 
ond time.  Usually  by  this  process  several  other 
typographical  errors  are  uncovered.  Sometimes  the 
proof  reader  employed  by  the  printing  establish- 
ment will  question  a  certain  statement,  fact,  sen- 
tence construction,  word  use,  and  so  on  —  used  by 
the  author.  This  question,  called  a  "  query,"  is  in- 
dicated by  a  question  mark  (?)  or  by  the  abbrevi- 
ations Qy.  and  Qu.  The  query  is  the  means  by 


TREASURER  OF  YALE  UNIVERSITY 


To  the  President  and  Fellows 

I  fiave  the  honor  to  submit  herewith  my  report  as 


Treasurer  of  Yale  Univej^ty  for  the  fifl^l  year  end- 
ing June  30A1915,  during  which  total  gifts  *and  be- 
Quests  to  both  income  and>d"principal  actually  re- 
^cei/ved  by  the  University  have  amounted  to  $965,- 

73i^>  ^— -^ 

Mt  is  to  be  noted  that^this  totaTTjfJ/ over  eighty 

per  cent,    (or  $801,791.47)    represents^ross^addi- 
"lions  to  Fundsy£-  that  ^deducting   charges   against 
Loan  and  other  non^erma- 


/£l£^n 


L 


ent/<unds  there  is  a^increase  for  the  year  in  En- 
dowment Funds  of  $768,015.71;  and  that,  in  spi^ 
of  the  fact  that  gifts  to  Income  aggregated  $164,- 
000.04,  University  General  Account  shows  a.  deficit; 
of  $5,628.06,  which  has  beej/  charged  to  Contingency 
Reserve  //und^ 

For  purposes  of  comparisonX  recapitulation 
f~of  the  figures  above  given  for  the  year  is^ppended 
I  together  with  the  corresponding  items  for  1913- 


rK0f  the  $106,839.29  originally  set  apart  to  constitute  this  Con- 
tingency  R-eserve  Fund  there  remains,  as  of  June  30.  1915.  a 
balance  of  $86,296.43  ^"available  for  use  in  future  emergencies      «A 
and  as  a  present  protection  againsrUnlversity  Advances  to  In-     V 
come  Accounts,  Equipment,  etcr  as  listed  in  the  statements  of 
the  Funds  and  Assets  of  the   University.     According   to  the 
vote  of  the  Corporation  it  is1  to  be  restored  to  its  original 
figures  as  rapidly  ascij^ftfistances  will  permit. 

/ 


A  PAGE  THAT  HAS  BEEN  PBOOF-EEAD 
236 


REPORT 

OF  THE 

TREASURER  OF  YALE  UNIVERSITY 

To  the  President  and  Fellows. 

I  have  the  honor  to  submit  herewith  my  report  as 
Treasurer  of  Yale  University  for  the  fiscal  year  end- 
ing June  30,  1915,  during  which  total  gifts  and  be- 
quests to  both  income  and  principal  actually  re- 
ceived by  the  University  have  amounted  to  $965,- 
791.51.  It  is  to  be  noted  that  of  this  total,  over 
eighty  per  cent,  (or  $801,791.47)  represents  gross 
additions  to  Funds:, that  after  deducting  charges 
against  Building  Improvement,  Loan  and  other 
non-permanent  funds  there  is  a  net  increase  for  the 
year  in  Endowment  Funds  of  $768,015.71 ;  and  that, 
in  spite  of  the  fact  that  gifts  to  Income  aggregated 
$164,000.04,  University  General  Account  shows  a 
deficit  of  $5,628.06,  which  has  been  charged  to  Con- 
tingency Reserve  Fund.* 

For  purposes  of  comparison  a  recapitulation  of 
the  figures  above  given  for  the  year  is  appended  to- 
gether with  the  corresponding  items  for  1913-14. 

*Of  the  $100.839.29  originally  set  apart  to  constitute  this 
Contingency  Reserve  Fund  there  remains,  as  of  June  30,  1!)15. 
a  balance  of  $86,296.43  available  for  use  in  future  emergencies 
and  as  a  present  protection  against  "University  Advances  to 
Income  Accounts,  Equipment,  etc.,"  as  listed  in  the  statements 
of  the  Funds  and  Assets  of  the  University  According  to  the 
vote  of  the  Corporation  when  establishing  the  Contingency  Re- 
serve Fund,  it  is  to  be  restored  to  its  original  figures  as  rap- 
idly as  circumstances  will  permit. 

AFTEB  THE  CORRECTIONS  HAVE  BEEN  MADE 
237 


Mark 

in 
margin 


Mark 

in 
text 


( 

.C  J 


„{. 


PROOF  MARKS 


1.    KINDS  OF  LETTERS 

One  horizontal  line  under  a  word  or  a    - 
letter  means  change  italic  to  roman. 

One  horizontal  line  under  a  word  or  a 
tetter  means  change  rom&n  to  italic. 

Two  horizontal  lines  under  a  word  or 
a  letter  means  print  in  small  capitals 
( s.  caps,  sm.  c. ) 

Three  horizontal  lines  under  a  word  or 
a  letter  means  print  in  capitals 
(cop*) 

(l.c.=  lower  case)  Use  small  (com- 
mon) letters. 

(w.f.=  wrong  font).  Directs  attention 
to  a  letter  of  a  wrong  size  or  style. 


/ 


2.   CHANGE   OF    MATTER 

(dele)  Take  out. 

Let  types  remain  as  set ;  change  marked 
was  wrong.  A  line  of  dots  is  placed 
under  the  change. 


*/ 


o 


3.   CHANGE    OB    INSERT    LETTER    OB 
PUNCTUATION  MARK 

/*  Indicates  an  insertion. 

/\  Insert  the  letter  k. 

/\  Insert  the  word  house. 

/\  Insert  a  hyphen. 

/\  Insert  a  period. 

A  Insert  a  comma. 

^       Insert  superior  characters,  such  as  the 
apostrophe,  quotation  marks,  etc. 

V'     Insert  an  apostrophe. 

MARKS  USED  IN  CORRECTING  PROOF 

238 


PKOOF  MARKS 


Mark 

in 
margin 


Mark 

in 
text 


To  transpose  words,  the  words  should 
be  enclosed  and  a  line  drawn  from 
them  to  the  place  where  they  are  to 
be  inserted  ;  if  the  order  of  successive 
words  is  to  be  changed,  the  words 
should  be  numbered. 

Examples.  We  XnlvV  rnfldp/me  report. 


true  and  straight 

To  transpose  one  line  or  several  lines, 
the  matter  to  be  transferred  should 
all  be  enclosed  and  a  line  drawn 
from  it  to  the  place  where  it  is  to  be 
inserted. 

7.   IMPEBFECT  TYPE  OF  CROOKED  LINES 

Broken  or  bruised  type. 

Depress  space  or  lead  that  shows  in 
print. 

Straighten  type  in  words. 
Straighten  crooked  lines. 

8.   PARAGRAPHS 

New  paragraph. 

Continue  in  the  same  paragraph.  The 
line  unites  the  two  portions  of  the 
text. 


9.   NEW  MATTER 

A    Compare  with  copy.    Words  are  omit- 
ted. 


10.    MISCELLANEOUS 

..  Used  to  call  attehtion  to  a  supposed 
error  in  the  statement  of  a  fact,  to  a 
question  of  construction,  etc. 

-  ^^  J      Set  in  middle  of  line  or  page. 

Carry  forward  to  next  line. 
MARKS  USED  IN  CORRECTING  PROOF 
239 


PROOF  MARKS 

Mark  Mark 

in  in 

b 

Insert  double  quotation  marks. 
Insert  single  quotation  marks. 
Insert  dash  one  em  in  length. 
Insert  dash  two  ems  in  length. 

Place  rule  under  word  or  words  indi- 
cated. 

Print  (£e,1i,'5?  etc.)  as  a  ligature. 

4.  POSITION 

Indent ;  or,  put  in  an  em-quad  space. 
Bring  word  or  words  farther  to  the  left. 

Bring  word  or  words  farther  to  the 
right. 

Bring  letters  or  words  up. 
Bring  letters  or  words  down. 
^  /        Reverse  an  inverted  letter. 

f  I         Straighten  the  lateral  margin. 

5.  SPACING 
-4f. 

**        More  space  between  words  or  letters. 
*— *  O       Less  space  between  letters. 

v  v^      Less  space  between  words. 

&£.£** xd.       ^       More   space   between   lines    (insert    a 
lead). 

>     Less  space  between  lines   (take  out  a 
lead). 

v^^  Equalize  spacing. 

6.  TRANSPOSITION 

•"••  To  transpose  letters,  the  letters  should 
be    indicated    in   the   proof   and    tr. 
should  be  written  in^the  margin. 
Examples : 


MARKS  USED  IN  CORRECTING  PROOF 
240 


EDITING,  PRINTING,  PROOF  READING     241 

which  the  proof  readec  calls  to  the  attention  of  the 
secretary  his  views  on  the  matter.  If  the  secretary 
wishes  the  matter  to  stand  as  it  is,  he  needs  only  to 
draw  a  line  through  the  query.  If  he  sees  that  he 
has  made  a  mistake  in  his  "  copy,"  he  will  now  make 
the  change.  Queries,  however,  should  never  be  left 
standing  in  the  margin.  They  should  either  be 
crossed  out  or  attended  to;  but  they  should  not  be 
erased. 

After  the  secretary  has  assured  himself  that 
there  are  no  further  corrections  or  changes  to  be 
made,  he  should  O.  K.  the  proof  by  writing  "  0.  K. 
with  corrections  " ;  then  he  should  draw  a  line  under 
that  expression  and  place  his  initials  und^fcath. 
If  no  corrections  or  changes  were  made,  he  should 
write  "  0.  K./'  draw  a  line,  and  place  his  initials 
underneath. 

Proof  reading  of  page  proof 

After  the  secretary  has  seen  the  preliminary 
proof  and  has  made  his  corrections  and  changes,  the 
type  matter  in  the  galleys  is  broken  up  by  the  com- 
positor into  pages.  Page  numbers,  page  headings, 
and  other  details  are  attended  to.  Then  page  proof 
is  "  pulled  "  and  submitted  to  the  author,  together 
with  the  last  revised  galley  proof. 

Upon  receipt  of  the  page  proof,  the  secretary 
should  compare  it  with  the  first  proof  which  he  has 


242  THE  PRIVATE  SECRETARY 

been  keeping  as  a  record.  He  should  learn  whether 
or  not  the  corrections  have  been  made  just  as  he 
had  indicated,  without  allowing  other  errors  to 
creep  in  on  the  same  line.  It  sometimes  happens 
that  the  compositor  will  correct  the  correction  that 
is  indicated,  but  will  make  another  mistake  in  that 
line. 

After  this  comparison,  the  secretary  should  next 
take  the  page  proof  and  read  it  very  carefully. 
This  reading  should  be  done  just  as  if  the  secre- 
tary had  not  read  the  matter  before.  It  sometimes 
happens  that  the  compositor  has  "  pied  "  the  type, 
he  may  have  dropped  the  galley  or  page  of 
then  may  have  reset  the  type  matter  with- 
out saying  anything  about  it. 

In  making  up  page  proof,  the  printer  may  find 
that  he  needs  a  line  of  matter  or  a  word  or  two  to 
fill  out  a  page,  according  to  paging  rules.  He  will 
ask  the  author  to  furnish  the  matter.  The  secretary 
should  comply  with  this  request.  He  should  count 
the  number  of  letters,  including  the  spaces,  that 
there  are  in  a  line  or  that  are  needed,  and  should 
see  that  the  supply  of  material  will  fit  the  space. 
Sometimes  the  secretary  will  be  asked  to  take  out 
some  matter  so  that  the  paging  may  be  good.  Here 
again  he  must  exercise  his  judgment.  If  a  word 
or  words  are  canceled  by  the  secretary  in  revising 
the  page  proof,  he  should  see  that  the  space  left  by 


EDITING,  FEINTING,  PROOF  BEADING     243 

the  cancelation  of  words  is  filled  with  other  words 
or  that  it  is  taken  care  of  in  some  other  way.  If 
this  were  not  done,  it  might  mean  that  two  or  three 
pages  would  have  to  be  reset. 


CHAPTER  XI 
APPOINTMENTS,  DIAKIES,  AND  ACCOUNTS 

MAKING  APPOINTMENTS 

Secretary  should  have  charge  of  appointments 

THE  office  of  the  professional  man  or  the  private 
office  of  the  important  business  man  cannot  be  run 
to  the  best  advantage  unless  the  secretary  has  full 
charge  of  the  making  of  appointments  for  his  chief. 
If  the  latter  has  to  be  questioned  every  time  some 
one  wants  an  appointment,  he  will  be  given  much 
trouble.  Then,  too,  he  may  not  always  be  at  hand 
so  that  the  secretary  can  ask  him  about  an  appoint- 
ment. If  the  system  of  making  appointments  is  not 
very  definite  —  that  is,  if  sometimes  the  chief  makes 
an  appointment  without  consulting  his  secretary 
and  the  secretary  makes  an  appointment  without 
consulting  his  chief  —  conflicts  in  regard  to  ap- 
pointments are  going  to  arise.  Far  better  is  it  for 
the  employer  to  have  a  secretary  upon  whose  judg- 
rnent  he  can  rely,  and  to  whom  he  can  intrust  the 
whole  business  of  making  and  keeping  a  record  of 
appointments.  Only  by  the  adoption  of  such  a 
method  will  the  best  results  be  obtained. 

244 


APPOINTMENTS  245 

Good  management  of  appointments 

The  ability  to  manage  appointments  to  the  best 
advantage  involves  two  main  considerations:  "*(!) 
a  general  knowledge  of  the  business  and  personal 
affairs  and  wishes  of  the  employer;  and4(2)  ac- 
curacy, or  system.  The  secretary  will  at  first  find 
himself  puzzled  about  who  should  be  given  appoint- 
ments. Moreover,  he  will  have  to  gain  the  ability 
to  judge  how  much  time  should  be  allowed  for  the 
duration  of  the  appointment.  Both  of  these  dif- 
ficulties can  be  solved  by  experience  alone.  As  in 
the  case  of  managing  callers  and  deciding  who 
should  be  allowed  to  see  the  chief  (Chapter  II), 
the  secretary  must  understand  enough  about  his  em- 
ployer's business  and  personal  affairs  to  know 
whether  the  matter  or  person  is  of  sufficient  im- 
portance to  take  up  the  chief's  time. 

The  chief's  time  and  wishes  must  also  be  taken 
into  consideration.  He  may  have  on  hand  for  im- 
mediate solution  a  difficult  professional,  financial, 
or  other  problem  to  which  he  must  devote  for  the 
present  nearly  his  entire  time  and  on  which  he 
must  concentrate  his  whole  mind.  He  has  not 
the  time  for  any  appointment  that  the  secretary  may 
make  unless  the  appointment  is  of  utmost  impor- 
tance, nor  should  he  be  interrupted  frequently  and 
forced  to  take  his  mind  from  the  matters  on  which 
he  is  trying  to  concentrate. 


246  THE  PRIVATE  SECRETARY 

These  conditions  should  be  understood  by  the 
secretary.  On  such  occasions  appointments  should 
be  made  for  days  when  the  chief  is  likely  not  to  be 
so  busy;  and,  perhaps,  appointments  coming  due 
should,  if  possible,  be  shifted  to  a  time  more  con- 
venient for  the  chief. 

The  time  that  the  chief  will  need  to  give  to  each 
appointment  must  also  be  judged  and  kept  in  mind. 
If  the  chief  has  an  appointment  at  10  -30  to  discuss 
an  important  matter  which  will  probably  take  at 
least  an  hour,  the  secretary  in  making  an  appoint- 
ment for  the  vacancy  next  to  that  appointment 
should  not  set  it  for  eleven  o'clock  and  then  have 
the  caller  wait  from  one  half  to  three  quarters  of  an 
hour.  If  the  employer's  morning  is  filled  with  the 
exception  of  the  interval  from  10 :45  to  11 :00,  the 
secretary  should  not  set  for  10 :45  a  conference  on 
some  important  matter  which  ought  to  be  given  an 
hour.  After  a  little  practice  the  secretary  will  be 
able  to  gauge  nearly  the  exact  amount  of  time 
that  the  interview  will  consume.  Nor  should  he 
set  an  appointment  for  one  o'clock,  the  time  at 
which  the  chief  usually  goes  out  for  his  luncheon. 
If  the  secretary  has  made  an  appointment  for  the 
chief  himself  to  be  at  a  certain  office  a  mile  or  so 
from  his  own  office  from  2 :15  to  3  o'clock,  he  ought 
not  to  make  another  appointment  for  the  chief  to 
be  in  his  own  private  office  at  3  o'clock  and  expect 


APPOINTMENTS  247 

the  chief  to  be  there.    All  such  situations  must  be 
kept  in  mind  and  foreseen. 

The  shifting  and  canceling  of  appointments 

Under  this  same  topic  of  the  knowledge  the  sec- 
retary should  have  of  the  business  and  personal  af- 
fairs of  his  employer  and  his  wishes  should  be  con- 
sidered the  judgment  and  tact  the  secretary  must 
exercise  in  shifting  appointments  to  make  a  va- 
cancy in  order  to  give  more  time  to  some  emergency 
that  arises.  A  safe  rule  to  follow  in  the  shifting 
of  appointmentsjs  that  an  appointment  is  a  promise 
and  as  such  it  should  be  kept  under  all,  except  most 
urgent,  conditions,  unless  the  permission  of  the  per-( 
son  who  has  the  appointment  is  secured  to  change 
it.  Serious  and  disagreeable  results  will  follow  if 
appointments  are  broken  at  will.  Indeed,  the  sec- 
retary should  strive  to  prevent  his  employer  from 
breaking  an  engagement.  It  is  better  for  the  sec- 
retary to  incur  the  displeasure  of  his  chief  for  the 
time  being,  so  long  as  he  gets  him  to  keep  the  ap- 
pointment. An  appointment  that  is  made  must 
be  honored.  That  is  business. 

Before  an  appointment  is  shifted,  then,  the  sec- 
retary should  gain  the  consent  of  the  other  person. 
To  get  this  consent,  much  tact  is  needed.  The  sec- 
retary might  telephone  or  telegraph,  if  a  quick  de- 
cision must  be  reached,  to  the  effect  that  the  secre- 


248  THE  PRIVATE  SECRETARY 

tary  would  consider  it  a  kindness  on  the  part  of  the 
person  who  has  the  appointment  if  he  would  con- 
sent to  make  a  change  in  the  hour  or  date  set  for 
the  appointment.  At  the  same  time  out  of  regard 
for  the  obligation  that  has  thus  been  incurred,  the 
hour  and  date  of  the  substitute  appointment  should 
be  arranged  to  suit  the  other  person.  In  case  im- 
mediate action  need  not  be  secured  a  letter  may  be 
sent  (see  page  77). 

Accuracy  in  recording  appointments 

The  second  of  the  two  considerations  involved  in 
good  management  of  appointments  is  accuracy  in 
keeping  a  record  of  appointments.  Accuracy  in- 
volves a  system  of  some  kind  which  is  understood 
and  consistently  followed.  A  sample  system  is  de- 
scribed below. 

Two  separate  and  similar  records  should  be  kept, 
one  for  the  chief  and  one  for  the  secretary.  These 
records  are  usually  kept  in  the  form  of  a  book  called 
the  "Appointment  Book."  A  new  leaf  in  the  ap- 
pointment book  is  used  for  each  day.  At  the  top  of 
each  leaf  stands  the  name  and  date  of  the  day.  Be- 
low, the  page  is  ruled.  As  soon  as  an  appointment 
is  made,  it  is  immediately  entered  in  both  appoint- 
ment books.  The  record  of  an  appointment  at  the 
office  consists  of  the  time,  the  name  of  the  caller, 
and  his  business  with  the  chief.  The  record  for  the 


9:15 
9:30 
9:45 
10:00 
10:15 
10:30 
10:45 
11:00 
11:16 
11:30 

12:00 
12:15 
12:30 


12:45 
1:00 
1:15 
1:30 
1:45 

2:15 
2:30 
2:45 
3:00 

3:30 
3:45 
4:00 


PAGE  OF  ENGAGEMENT  PAD 


/V 


CASH  ACCOUNT— APRIL 

Received 

r 
tt 


73 


/5 


2£. 


PAGE  OF  CASH  ACCOUNT  BOOK 


249 


250  THE  PEIVATE  SECRETARY 

chief  outside  of  the  office  contains  such  information 
as  the  time  of  the  appointment,  place  to  which  he 
is  to  go,  name  of  person  he  is  to  see,  and  the  busi- 
ness. If  the  secretary  thinks  that  the  chief  does 
not  know  the  best  way  to  get  to  the  place  of  appoint- 
ment, he  might  put  in  directions.  The  illustration 
on  page  249  shows  a  sample  leaf  taken  from  an 
engagement  pad. 

If  an  appointment  is  canceled  or  shifted,  the 
matter  should  be  immediately  taken  care  of.  If  the 
original  appointment  is  shifted  to  a  definite  time, 
the  secretary  should  write  over  the  first  appoint- 
ment the  time  set  for  the  substitute  appointment 
or  indicate  the  change  in  other  ways. 

Whenever  the  chief  leaves  the  office  to  attend 
to  several  appointments  which  take  him  elsewhere, 
he  will  usually  take  his  appointment  book  with 
him,  so  that  he  may  keep  a  close  record  of  the  va- 
rious times  of  appointments.  If  he  is  asked  to  make 
an  appointment  while  he  is  outside  of  his  private 
office,  he  will  telephone  to  his  secretary  to  find  out 
when  an  appointment  can  be  given,  or  he  may  ask 
the  person  desiring  the  appointment  to  telephone 
to  thB  secretary  in  order  to  find  out  the  hour  that 
the  secretary  could  set  for  the  convenience  of  both. 

The  secretary  should  look  after  the  preparation 
which  is  needed  before  the  chief  is  ready  to  handle 
various  appointments  outside  his  private  office.  He 


DIAKIES  251 

should  see  that  before  the  chief  leaves  he  has  every- 
thing that  he  will  need.  It  may  be  that  he  ought 
to  have  various  letters,  papers,  and  other  memo- 
randa. The  secretary  should  understand  as  much 
as  possible  about  the  coming  appointment  so  that 
he  may  be  prepared  to  help  his  chief. 

Requests  for  appointments  by  telephone 

If  some  one  calls  up  the  secretary  on  the  tele- 
phone and  asks  for  an  appointment  -with  the  chief 
and  the  "  some  one  "  is  not  known  to  the  secretary, 
an  appointment  should  not  be  made  immediately. 
The  caller  should  be  put  off  for  the  time  being  and 
should  be  investigated. 

DIARIES 

*^;  ••'  ^ 

Use  of  the  diary  H 

A  diary  is  usually  a  booT  which  records  day  by 
day  things  which  have  been  done  or  are  to  be  done. 
It  is  a  memory,  primarily  for  the  secretary.  In  the 
office  of  the  busy  man,  the  secretary  will  find  that 
the  diary  plays  an  important  part.  Although  some 
secretaries  keep  records  of  appointments  in  the 
diary  together  with  the  other  data  which  ordinarily 
go  into  diaries,  yet  this  plan  is  usually  not  the  best 
practice.  If  such  a  system  is  used,  however,  the 
appointments  for  the  day  should  be  kept  separate 
on  one  side  of  the  page  and  the  diary  entries  on  the 


252  THE  PRIVATE  SECRETARY 

other.  For  the  sake  of  clearness  and  quickness  in 
reference,  appointment  and  diary  entries  should  not 
be  interspersed  on  the  same  page.  If  they  are  so 
interspersed,  confusion  will  arise  in  looking  up 
either  appointments  or  things  to  be  done. 

The  diary  has  three  purposes :  (1)  it  is  used  as 
a  book  of  record  or  reference  in  regard  to  acts  of 
past  days;  (2)  it  is  used  to  remind  the  secretary 
of  or  suggest  to  him  things  to  be  done  on  the  present 
day;  and  (3)  it  is  used  as  a  reminder  of  future  acts 
—  acts  which  will  automatically  be  called  to  the  at- 
tention of  the  secretary  or  the  reader  on  the  proper 
day. 

As  a  book  of  record  of  the  acts  of  past  days,  the 
diary  is  important.  The  secretary  or  the  employer 
may  want  to  know  the  exact  date  on  which  a  cer- 
tain thing  was  done,  or* if  a  certain  thing  was  done 
on  a  certain  date.  If  either  the  chief  or  the  secre- 
tary were  to  rely  on  his  memory  alone,  he  would 
be  likely  to  fail,  but  with  the  diary  as  a  memory 
both  are  saved  the  worry  of  remembering  and  the 
chance  of  being  wrong.  Suppose,  for  instance, 
that  the  question  arises  as  to  whether  or  not  the 
employer  was  in  Buffalo,  N.  Y.,  on  January  18, 
1915.  It  is  now  January  3,  1916.  Surely  without 
a  diary  to  refresh  his  memory,  neither  the  secretary 
nor  the  chief  can  answer  with  any  assurance  of 
being  correct. 


y 


WEDNESDAY,  SEPTEMBER  24,  1913 

267  days  past  98  to  com* 


s- 


/S 


ADDRESSES 


NAME.     U~*f**vu**o,  H.  * 

STREET.  No.  -31,  U 

CITT. 

TKtEPHONt-    N 


NAME. 

STREET,  No.     //*r&? 

Cm.       'Ht^r^a-^i. 

TELEPHONE  No.      Vc**dt*JLJU(:     *J  1 0  0 


PAGE  OF  DIABY 


NAME. 

STREET.  No.  /g  tOcJU  &t~. 

CITY. 


NAMO. 
STREET.  No. 
CITY. 
TBIEPHONB  No. 


PAGE  OF  ADDRESS  BOOK 


253 


254     THE  PRIVATE  SECEETARY 

As  a  reminder  of  things  to  be  done  on  the  pres- 
ent day,  the  diary  is  valuable.  Important  or 
urgent  matters  which  must  not  be  overlooked  are 
automatically  brought  to  the  attention  of  the  secre- 
tary or  the  chief  and  can  then  be  attended  to.  This 
automatic  reminding  assures  both  the  secretary  and 
the  chief  that  no  important  matter  is  being  over- 
looked on  that  day.  It  may  be  that  the  day  is 
August  15,  which  is  the  last  day  upon  which  mu- 
nicipal taxes  can  be  paid  without  the  10  per  cent, 
penalty.  The  fact  had  been  entered  in  the  diary 
by  the  secretary  several  weeks  before  with  the  in- 
tention that  it  should  prevent  him  from  overlooking 
the  payment.  After  he  had  entered  the  fact,  he 
forgot  it.  Now  it  is  brought  to  his  attention,  and 
he  informs  the  chief  of  it. 

In  the  last  place,  the  diary  is  used  as  a  memory 
to  bring  to  mind  on  the  proper  day  the  act  that  must 
be  done  at  that  time.  Since  the  diary  is  used  as  a 
memory,  the  secretary  after  entering  the  desired 
fact  in  the  correct  place  can  then  dismiss  it  from 
his  own  mind  with  the  assurance  that  it  will  come 
up  for  his  attention  at  the  right  time.  Such  a  rec- 
ord saves  much  worry  for  the  secretary.  For  an 
example  of  the  use  of  the  diary  to  bring  to  the  mind 
an  act  to  be  done  in  the  future,  let  it  be  assumed 
that  to-day,  August  15,  the  employer  tells  the  sec- 
retary that  he  has  secured  an  option  until  twelve 


DIAKIES  255 

o'clock  noon,  September  15,  on  the  land  at  the  corner 
of  South  and  Fulton  streets.  The  secretary  should 
then  enter  the  date  on  the  page  headed  September 
15,  1915,  as  follows :  "  Option  on  land  at  corner 
of  South  and  Fulton  streets  expires  at  twelve  o'clock 
noon.  Agents  for  property,  S.  M.  Goodman  & 
Company." 

In  cases  where  it  will  take  some  time  to  do  the 
act  entered,  it  is  wise  not  only  to  enter  it  on  the  date 
upon  which  it  is  to  be  brought  up  for  attention,  but 
also  to  enter  it  a  week  or  so  in  advance.  An 
instance  of  this  would  be  the  preparation  of  a  report 
which  is  to  be  submitted  by  the  employer,  as  presi- 
dent of  a  certain  corporation.  This  report  is  due 
on  September  15.  It  would  be  entered  in  the  diary 
on  that  page  dated  September  15,  as :  "  Last  day 
for  semi-annual  report  of  President  of  Jones  Steel 
Company."  Then  another  entry  should  be  made  in 
the  diary  under  the  date  of  September  8,  as  follows : 
"  Semi-annual  report  of  President  of  Jones  Steel 
Company  due  September  15." 

Instructions  in  regard  to  entries  in  the  diary 
are  frequently  given  by  the  employer,  but  usually 
only  casually  and  haphazardly.  As  soon  as  pos- 
sible, the  secretary  should  relieve  his  own  memory 
by  jotting  them  down  in  the  diary  on  the  proper 
page.  In  fact,  anything  that  he  himself  thinks 
ought  to  be  called  up  for  his  own  or  his  employer's 


256  THE  PRIVATE  SECRETARY 

attention  should  be  jotted  down  as  soon  as  possible 
after  it  has  occurred  to  him. 

The  diary  should  be  kept  always  in  one  place  - 
usually  on  the  secretary's  desk  —  easy  of  access 
both  to  the  employer  and  to  the  secretary.  Al- 
though entries  are  usually  made  by  the  secretary, 
some  employers  will  jot  down  in  the  diary  things 
which  they  wish  the  secretary  to  do  or  which  they 
desire  the  secretary  to  call  to  their  attention.  The 
secretary,  however,  has  the  responsibility  of  re- 
minding the  employer  of  the  entry. 

Perpetual  journals 

Besides  the  appointment  book  and  the  diary,  the 
secretary  will  sometimes  have  need  for  a  book  of 
record  called  the  Perpetual  Journal.  The  Per- 
petual Journal  is  a  diary  book  with  the  date,  as, 
January  3,  at  the  top  of  the  page.  The  number  of 
the  year,  however,  is  not  included  in  the  date. 
The  purpose  of  the  Perpetual  Journal  is  to  keep  a 
record  of  transactions,  engagements,  or  things  that 
come  up  year  in  and  year  out  to  be  done  on  a  cer- 
tain day.  Suppose,  for  instance,  that  interest  on 
a  mortgage  is  to  be  paid  on  the  first  of  January  and 
July.  The  secretary  should  turn  to  the  January  1 
page  in  his  Perpetual  Journal  and  enter  this  fact : 

"  Pay  semi-annual  interest  —  mortgage  on  prem-  • 
ises  28  Pitman  Street." 


DIARIES  257 

Then,  he  should  turn  to  the  page  headed  July  1 
and  enter  the  same  fact.  Year  in  and  year  out 
then,  these  two  pages  would  conie  to  the  attention  of 
the  secretary,  on  the  right  day  during  the  life  of 
the  mortgage.  When  the  mortgage  is  paid,  both 
facts  entered  under  January  1  and  July  1  should  be 
canceled. 

Or  again,  if  Johnson  and  Anderson  have  the  lease 
for  one  year  on  the  premises  at  415  Frazier  Avenue 
and  if  this  lease  is  usually  renewed  by  them  each 
year  on  June  1,  this  fact  should  be  entered  on  the 
page  headed  June  1.  Each  year,  then,  will  the  fact 
be  brought  to  the  attention  of  the  secretary  so  that 
the  new  lease  for  the  ensuing  year  may  be  drawn 
up  and  signed  or  arrangements  made  for  a  new  ten- 
ant. 

Book  of  information 

Another  book  which  will  be  found  of  value  to 
the  secretary  is  a  book  in  which  bits  of  valuable  in- 
formation are  kept.  Such  a  book  may  have  the  va- 
rious items  arranged  in  alphabetical  order.  It  may 
contain  the  names  and  addresses  of  the  directors 
of  the  corporations  in  which  the  employer  may  be 
interested,  the  facts  and  figures  about  past  trans- 
actions, and  other  points  of  record  with  which  the 
secretary  does  not  care  to  burden  his  memory, 

This  book  of  information  may  also  contain  a  rec- 


258  THE  PRIVATE  SECRETARY 

ord  of  the  life,  accident,  and  fire  insurance  policies 
carried  by  the  employer,  for  it  is  commonly  a  duty 
of  the  secretary  to  look  after  such  matters. 

It  is  necessary  to  keep  a  record  of  life  and  acci- 
dent insurance  policies  in  order  to  see  that  the 
premiums  are  paid  on  time,  that  the  policies  do  not 
lapse  unless  desired,  and  so  forth.  This  record 
should  contain  the  number  of  the  policy,  the  name 
of  the  insuring  company,  the  amount,  the  kind  of 
policy,  the  amount  of  premium,  the  date  when  the 
premium  is  due,  the  date  when  the  policy  expires, 
the  beneficiary,  and  the  name  of  the  agent  who  sold 
the  policy. 

It  is  necessary  to  keep  a  record  of  fire  insurance 
policies  so  that  they  may  be  renewed,  so  that 
premiums  may  be  paid  on  time,  so  that  new  policies 
on  buildings  are  taken  out  after  alterations  have 
been  made  which  increase  the  value  of  the  building, 
so  that  new  policies  may  be  secured  to  cover  new 
contents  of  buildings  and  houses,  and  so  forth. 

A  record  should  likewise  be  kept  of  burglar  in- 
surance, automobile  insurance,  and  other  types  of 
insurance  in  order  that  they  may  be  attended  to 
properly.  This  record  should  be  kept  in  spite  of 
the  fact  that  the  employer  has  an  insurance  broker 
to  look  after  his  insurance  affairs,  for  it  serves  as 
a  check  and  a  handy  source  of  useful  information. 

Such  matters  should  be  attended  to  by  the  sec- 


DIAEIES  259 

retary  whenever  he  has  any  leisure  time,  so  that 
he  may  keep  them  well  in  hand  and  prevent  any 
oversights  in  regard  to  them.  He  should  remember 
and  attend  to  these  little  items  whether  or  not  his 
chief  remembers  and  attends  to  them. 

Records  of  investments  might  also  be  left  to  the 
attention  and  care  of  the  secretary.  If  stocks  are 
held,  the  dividends  will  probably  be  paid  once,  twice, 
or  four  times  during  the  year.  A  systematic  list  of 
stock  certificates  should  be  made  out  and  should 
contain  the  name  of  the  company  in  which  the  stock 
is  held,  the  number  of  the  certificate,  the  number  of 
shares,  the  usual  dividend  rate,  the  date  on  which 
dividends  are  paid,  the  date  of  the  stockholders' 
meetings,  and  so  forth.  The  records  of  the  bonds 
should  contain  the  name  of  the  bond,  the  number, 
the  amount,  the  rate  of  interest,  interest  dates,  the 
financial  agents,  and  so  forth. 

There  are  two  common  kinds  of  bonds:  coupon 
bonds  and  registered  bonds.  The  coupon  bonds 
are  bonds  which  have  interest  coupons  attached  to 
them.  These  coupons  are  cut  off  on  the  dates  upon 
which  interest  falls  due  and  are  presented  through 
the  employer's  bank  for  payment ;  or  they  are  some- 
times sent  direct  to  the  financial  agents  of  the  com- 
pany which  has  issued  the  bonds.  The  secretary 
should  see  that  the  coupons  are  sent  on  the  proper 
dates.  The  registered  bonds  are  bonds  upon  which 


t 


260  THE  PRIVATE  SECRETAEY 

the  interest  may  have  to  be  collected  at  a  certain 
place,  usually  the  place  of  business  of  the  financial 
agents  of  the  concern  which  has  issued  the  bonds, 
and  on  a  certain  date. 

Mortgages  need  careful  attention,  for  although 
some  may  have  special  interest  notes,  much  like  the 
coupons  on  a  bond,  which  should  be  presented  for 
payment  at  the  time  when  they  fall  due,  yet  most 
mortgages  have  no  such  special  interest  notes  and  a 
demand  must  be  made  for  the  payment  of  the  in- 
terest at  the  proper  time  and  place.  In  the  case  of 
mortgages  and  notes  it  is  usually  wise  to  give  no- 
tice some  time  in  advance  so  that  the  persons  who 
are  to  pay  may  be  reminded  that  the  payment  is  to 
fall  due  shortly  and  may  prepare  to  meet  it. 

Such  matters  as  taxes  and  club  dues  are  like- 
wise commonly  taken  charge  of  by  the  secretary. 

ACCOUNTS 

A  knowledge  of  bookkeeping,  even  though  it  be 
of  the  simplest  kind,  is  useful  to  the  secretary.  The 
amount  of  knowledge  of  bookkeeping  that  is  neces- 
sary for  the  particular  position  varies  with  the  po- 
sition. The  position  may  be  such  that  the  secre- 
tary is  called  upon  to  spend  most  of  his  time  in 
managing  the  financial  affairs  of  his  employer.  In 
such  a  case,  he  would  of  necessity  be  obliged  to  have 
a  rather  complete  and  thorough  knowledge  of  ac- 


ACCOUNTS  261 

counting.  Such  a  position  is,  however,  the  excep- 
tion. Ordinarily  a  knowledge  of  the  rudiments 
of  single  and  double  entry  will  be  sufficient,  for 
few  employers  make  a  comprehensive  knowledge  of 
bookkeeping  a  requirement  which  their  secretaries 
must  have.  Nevertheless,  such  knowledge  will 
come  in  handy  if  the  secretary  takes  charge  of  the 
employer's  bank  book  or  check  book,  or  keeps  a  rec- 
ord of  his  own  expenses  incurred  in  behalf  of  the 
employer. 

In  order  to  provide  the  secretary  with  money 
with  which  to  pay  the  small  bills  he  incurs  in  fol- 
lowing out  his  instructions,  the  employer  will  com- 
monly open  a  checking  account  at  his  bank  in  the 
name  of  the  secretary.  Although  the  chief  may  not 
ask  the  secretary  for  an  accounting  of  the  money 
checked  out,  yet  the  secretary  is  acting  wisely  if  he 
will  keep  an  exact  account  of  the  amounts  disbursed 
and  the  cause  of  the  disbursements.  Everything 
that  can  should  be  paid  for  by  check.  This  method 
in  itself  will  give  a  close  record  of  payments.  An 
accounting  should  be  made  to  the  employer  every 
month.  The  illustration  that  is  given  on  page 
2-19  shows  a  sample  record  of  personal  expenses. 

Private  Ledger 

Another  piece  of  special  bookkeeping  work 
which  the  secretary  may  be  called  upon  to  perform 


262  THE  PEIVATE  SECKETAEY 

is  that  of  keeping  a  Private  Ledger.  If  all  the  ac- 
counts pertaining  to  the  employer's  business  are 
kept  in  the  main  ledger  there  is  nothing  to  prevent 
the  one  keeping  the  books  from  knowing  everything 
about  the  business.  He  could  tell  at  a  glance  just 
how  much  capital  each  partner  contributed  (if  the 
business  is  a  partnership),  the  drawings  of  each 
partner,  the  amount  paid  for  certain  lands  and 
buildings,  and  many  other  facts  of  a  confidential 
nature.  The  members  of  the  firm,  or  the  head  of  the 
firm,  may  wish  to  keep  such  information  regarding 
these  transactions  from  others,  but  if  the  books 
are  kept  in  the  old  manner  (i.  e.,  one  main  ledger 
containing  all  accounts),  they  cannot  do  so.  The 
desired  result  may  be  accomplished,  though,  by 
means  of  what  is  called  a  Private  Ledger,  which  is 
kept  in  the  hands  of  the  private  secretary.  » 

An  explanation  of  the  workings  of  the  Private 
Ledger  is  as  follows : 

A  new  ledger  is  opened  by  the  secretary.  This 
ledger  is  kept  in  the  private  safe ;  the  regular  book- 
keeper has  nothing  to  do  with  it.  All  accounts 
which  the  owners  of  the  business  wish  to  keep 
confidential  and  from  the  knowledge  of  the  book- 
keeper are  now  taken  out  of  the  main  ledger  and 
placed  in  the  Private  Ledger.  If,  after  these  ac- 
counts were  removed  from  the  main  ledger,  nothing 
else  were  done,  the  main  ledger  would  not  balance. 


ACCOUNTS  263 

In  order  to  make  it  balance,  an  account  is  opened 
up  (in  the  main  ledger).  This  account  takes  the 
place  of  all  the  accounts  removed  to  the  Private 
Ledger. 

Suppose,  for  example,  that  only  three  accounts 
were  so  removed  to  the  Private  Ledger.  These  ac- 
counts and  their  balance  are  as  follows : 


JOHN  DOB  (Partner) 

RICHARD  ROB  (Partner) 

Dr.                      Cr. 

,       ,    ,                                **UV¥> 

Dr.                      Cr. 

,  .  -.             ssnnn. 

LAND 


Dr.  Cr. 

$3000.        |[     - 

In  order  to  make  the  main  ledger  balance,  an  ac- 
count (designated  as  the  Private  Ledger  Account) 
would  in  this  particular  case  be  credited  with  the 
difference  of  the  three  accounts  so  removed,  or 
$7000. 

Suppose  that,  after  the  above  accounts  have  been 
opened  in  the  Private  Ledger,  a  purchase  is  made  of 
a  certain  piece  of  land  for  |2000.  Naturally  the 
transaction  would  be  passed  through  the  cash  book. 
Cash  would  be  credited  for  $2000  and  another  ac- 
count would  have  to  be  debited.  Ordinarily,  if  the 
Private  Ledger  were  not  in  use,  the  account  debited 
would  be  "  Land  Account."  The  bookkeeper  would 


264  THE  PRIVATE  SECRETAEY 

then  be  familiar  with  the  transaction,  for  he  would 
know  that  the  land  had  cost  $2000.  But  when  the 
Private  Ledger  has  been  installed,  instead  of  "  Land 
Account"  being  debited  through  the  cash  book, 
"  Private  Ledger  Account "  would  be  debited. 
Thus  would  the  regular  bookkeeper  be  prevented 
from  knowing  the  facts  about  the  expenditure  of  the 
$2000.  After  the  account,  "  Private  Ledger  Ac- 
count," has  been  debited  in  the  main  ledger,  an  en- 
try is  made  in  the  Private  Ledger  by  the  secretary 
who  would  debit  "  Land  Account "  for  $2000. 

The  balance  of  the  one  account,  called  "  Private 
Ledger  Account,"  in  the  main  ledger  should  equal 
the  balance  of  the  detailed  accounts  in  the  Private 
Ledger. 


CHAPTER  XII 
ETHICS  AND  AMENITIES 

The  secretary  holds  a  position  of  great  trust 

THE  position  which  the  private  secretary  holds  is 
such  a  place  of  trust  that  he  needs  to  be  extremely 
careful  in  any  actions  which  may  affect  his  chiefs 
interests.  To  the  secretary  are  intrusted  the  se- 
crets and  confidences  of  the  employer.  To  the  sec- 
retary, as  the  holder  of  this  trust,  will  come  many 
questions  that  involve  an  interpretation  of  his  moral 
obligations  to  his  chief  —  the  ethics  of  the  relations 
between  employer  and  private  secretary.  So  nice 
are  many  of  these  questions  that  the  secretary  not 
only  must  be  continually  alive  to  see  that  he  does 
not  unconsciously  betray  the  trust,  but  he  must 
keep  his  conscience  sensitive  indeed,  if  he  is  to  do 
the  right  thing  each  time. 

The  secretary  must  realize  that  his  position  is 
one  of  high  trust  and  confidence;  that  it  demands 
loyalty  and  trustworthiness.  One  broken  con- 
fidence, one  betrayal  of  trust,  done  consciously  or 
unconsciously,  and  the  private  secretary's  value  to 

265 


266  THE  PRIVATE  SECRETARY 

his  chief  is  gone  —  his  reputation,  also.  Two 
things,  then,  should  the  private  secretary  always 
bear  in  mind:  first  that  he  may  at  any  time,  since 
he  is  the  custodian  of  his  employer's  business  se- 
crets, unconsciously  give  out  information  that  will 
injure  his  chief;  and  second,  that  if  he  does  not  keep 
his  conscience  keenly  sensitive  he  may  consciously 
do  or  say  a  thing  which  will  be  injurious  to  his  em- 
ployer's best  interest. 

Innocent  betrayal  of  confidences 

It  is  nearly  as  bad  for  a  secretary  to  be  an  inno- 
cent party  in  injuring  his  employer's  interests  as  it 
is  for  him  to  be  a  wilful  accomplice  —  the  effect  is 
about  the  same  for  the  employer  in  a  business  sense. 
Employers  wish  to  be  sure  not  only  that  their  sec- 
retaries will  not  wilfully  give  away  any  secrets  or 
confidences,  but  also  that  they  will  be  alert  enough 
not  to  allow  themselves  to  be  "  pumped."  As  the 
secretary  is  known  to  possess  the  real  "  inside  "  in- 
formation of  his  employer's  business,  he  is  accord- 
ingly made  an  object  of  the  designs  of  cunning  fel- 
low employees,  a  subject  of  questionings  by  his 
friends  (?),  and  a  butt  of  plans  of  scheming  out- 
siders—  all  of  whom  seek  to  tap  the  secretary's 
knowledge  of  his  employer's  plans,  so  that  they  can 
make  use  of  it  for  their  own  financial  gain.  The 
methods  used  to  secure  the  desired  information  are 


ETHICS  AND  AMENITIES  267 

so  insidious,  that  without  being  aware  of  it  the  sec- 
retary sometimes  "  leaks."  The  wisest  plan  to  fol- 
low is  never  to  talk  about  the  employer's  business 
—  or  as  the  president  of  one  of  New  York's  great 
department  stores  said,  "A  secretary  should  keep 
his  eyes  and  ears  open,  but  his  mouth  shut." 

The  secretary  at  the  very  beginning  should  let  it 
be  known  first  for  all  time  that  he  simply  will  not 
discuss  confidential  matters  with  any  one.  This 
stand  is  more  difficult  to  take  than  it  appears,  for 
it  means  that  just  at  the  time  that  he  is  trying  to 
make  friends  of  those  around  him  in  the  office,  he 
must  refuse  point  blank  to  "  talk."  Even  his  real 
friends,  odd  as  it  may  seem,  will  want  to  know  what 
is  going  on  in  the  private  office.  These  questioners 
must  be  turned  down.  But  the  reward  is  sure. 
The  secretary  gains  the  respect  of  those  whose  ques- 
tions he  has  refused  to  answer,  and  afterwards  he 
is  seldom  annoyed  in  this  way.  The  man  who  gives 
in  at  the  beginning,  even  in  regard  to  unimportant 
information,  is  a  marked  man.  He  is  known  to  be 
"easy,"  and,  as  a  result,  he  is  pestered  with  ques- 
tions. Nor  is  that  all.  The  employer  is  usually 
watchful  at  the  beginning,  for  before  he  is  ready  to 
give  his  full  confidence  to  his  secretary  he  will  prob- 
ably test  him  in  some  way.  If  he  is  found  wanting 
in  discretion,  he  is  discharged. 

Unless  of  absolute  necessity,  note-taking  of  un- 


268  THE  PRIVATE  SECRETARY 

usually  delicate  matters  should  be  avoided,  for  it  is 
not  at  all  improbable  that  such  memoranda  may 
get  into  the  hands  of  persons  who  could  make  good 
use  of  them.  Notes  taken  on  confidential  business 
should  be  carefully  guarded,  and  the  secretary 
should  hold  himself  responsible  for  their  security 
from  the  eyes  of  outsiders. 

How  to  meet  questions 

It  will  be  of  aid  to  the  secretary  to  know  how  to 
meet  the  questions  of  those  who  are  trying  to  secure 
information  from  him.  A  statement  guardedly 
made  can  be  easily  colored  and  twisted  into  misin- 
formation by  the  listener.  The  latter  may  also  be- 
lieve that  what  the  secretary  says  has  a  hidden 
meaning.  Many  secretaries  in  answer  to  questions 
about  their  employers'  business  or  affairs  say,  "  I 
do  not  know."  This  method  has  been  found  to  be 
a  better  way  than  a  harsh  and  sometimes  embarrass- 
ing reply,  "I  can't  (or,  won't)  answer  that  ques- 
tion." Besides,  such  an  answer  will  lead  to  con- 
tinued efforts  by  the  questioner :  "  Why  can't  you 
answer  it?  I  won't  say  anything,"  and  so  forth. 
Evasive  answers  are  seldom  satisfactory.  Although 
the  secretary  has  certain  information  and  although 
he  realizes  that  his  questioner  knows  that  he  has 
the  information,  it  is  common  practice  for  him  to 
say  that  he  does  not  know. 


ETHICS  AND  AMENITIES  269 

Suppose,  for  example,  that  the  private  secretary 
to  an  important  financial  man  is  approached  with 
the  question,  "  What  is  the  Interborough  going  to 
do  about  the  coming  dividend?  "  This  question 
may  be  put  to  him  skilfully  and  tactfully  and  it  will 
probably  come  upon  him  suddenly.  The  questioner 
may  conceal  its  intent  and  bring  it  up  as  if  it  were 
a  casual  matter.  But  let  the  secretary  be  careful. 
Even  though  it  is  a  friend  ( !)  who  has  asked  the 
question,  yet,  if  this  information  leaked  out,  it 
would  probably  be  used  against  the  employer.  It 
is  common  practice  for  the  secretary  to  say  he  does 
not  know  about  it  and  then  turn  the  conversation 
into  other  channels  as  smoothly  as  possible. 

Small  bribes 

The  secretary  is  in  a  position  to  do  various  lit- 
tle favors  for  others,  such  as  trying  to  influence  the 
mind  of  the  employer  to  a  certain  action,  arrang- 
ing interviews,  calling  the  attention  of  the  employer 
to  a  certain  matter,  and  so  on.  Since  he  does  hold 
such  power  in  his  hands,  he  is  sometimes  ap- 
proached by  those  who  desire  to  curry  favor  with 
him  in  order  that  he  may  use  his  influence  with  the 
employer  in  their  behalf.  In  order  to  get  the  sec- 
retary favorably  inclined  toward  their  requests,  they 
send  in  such  minor  bribes  as  cigars,  theater  tickets, 
and  so  on.  Although  the  wisest  plan  to  follow  is 


270          THE  PRIVATE  SECRETARY 

to  refuse  such  bribes  when  they  are  recognized  as 
such  and  not  as  rewards  for  his  kind  or  good  offices 
in  the  past,  yet  in  many  cases  the  refusal  of  such 
things  may  seem  boorish ;  in  other  cases,  the  return 
of  the  articles  is  practically  impossible. 

The  secretary  should  remember  that  he  is  em- 
ployed by  his  employer  to  protect  him  against  just 
such  people,  and  it  would  certainly  be  a  betrayal 
of  trust  to  accept  these  small  bribes  to  do  that  which 
the  secretary  would  not  otherwise  do.  If  the  sec- 
retary will  bear  in  mind  the  fact  that  these  small 
gifts  are  usually  given  in  order  to  get  him  to  do 
something  for  the  giver,  he  will  understand  the  sit- 
uation. The  acceptance  of  such  things  renders 
more  difficult  than  would  otherwise  be  the  case  the 
refusal  of  requests  made  by  the  givers.  The  secre- 
tary should  avoid  accepting  the  gifts,  if  he  can. 
But  if  he  finds  that  it  is  impossible  under  the  con- 
ditions to  refuse  the  small  gift  or  to  send  it  back, 
he  should  keep  it  with  the  idea  fully  known  that  it 
is  not  in  any  way  to  influence  him  to  favorable  ac- 
tion for  the  giver. 

Questions  of  conscious  use  of  information 

A  difficult  and  perplexing  question  arises  with 
the  secretary  when  he  knows  a  bit  of  financial  in- 
formation which  he  can  make  use  of  for  his  own 
financial  betterment.  He  may  have  gained  the  in- 


ETHICS  AND  AMENITIES  271 

formation  by  overhearing  the  conversation  of  the 
employer  with  some  one,  or  he  himself  may  have 
transcribed  it  in  the  form  of  a  confidential  letter. 
With  this  information  in  his  hands,  he  is  sometimes 
sorely  tempted  to  use  it,  for  he  argues  that  since  he 
himself  is  not  divulging  any  information  he  can- 
not harm  the  employer.  Such  an  assumption,  how- 
ever, is  wrong.  The  private  secretary  has  access 
to  this  valuable  information  only  through  the  con- 
fidence placed  in  him  by  his  employer.  He  should 
not  take  advantage  of  this  confidence  to  better  him- 
self. Moreover,  the  actions  of  the  private  secretary 
to  important  men  are  carefully  watched  by  those 
who  wish  to  learn  what  these  men  are  doing.  For 
example,  if  the  private  secretary  to  a  big  financial 
man  on  Wall  Street  were  to  go  into  a  brokerage 
office  and  while  there  were  to  buy  or  sell  a  certain 
stock,  his  action  would  soon  be  known  by  others 
who  would  be  watching  him.  These  others  would 
know  that  he  is  likely  to  have  "  inside  "  information 
and  that  he  himself  is  making  use  of  it.  They 
themselves  would  then  follow  his  example  and  the 
result  would  be  that  the  private  secretary  has  given 
away  by  his  action  the  plans  of  his  chief. 

More  stories  are  heard  of  private  secretaries  go- 
ing wrong  in  using  information  for  their  own  bene- 
fit than  are  heard  of  private  secretaries  going  wrong 
in  any  other  way.  Such  matters,  if  they  ever  come 


272  THE  PKIVATE  SECRETARY 

to  the  ears  of  the  chief,  and  they  usually  do  in  time, 
mean  that  the  secretary  will  lose  his  position  and 
his  reputation.  Confidence  once  lost  is  seldom  re- 
gained. 

Whenever  the  employer  wants  the  secretary  to 
make  some  money  he  will  say,  perhaps,  "  We  are 

getting  up  a  syndicate  to  handle .     If  you  want 

to  take  a  share  in  it,  just  let  me  know."  Such  is  the 
way  that  an  employer  will  reward  a  man  in  whom 
at  last  he  has  placed  his  confidence. 

The  secretary  should  remember  that  confidence  is 
a  fundamental  upon  which  the  relations  between 
private  secretary  and  employer  are  based.  De- 
stroy the  confidence  and  the  private  secretary  loses 
his  value  to  the  employer.  In  case  of  doubt,  be  too  "^ 
conscientious  rather  than  not  enough  so. 

T  AMENITIES  FOR  THE  POSITION 

One  of  the  characteristics  of  a  good  private  sec- 
retary is  the  possession  of  a  practical  knowledge 
of  the  amenities  necessary  for  his  position. ^The 
secretary  should  make  himself  agreeable  and  pleas- 
ant in  disposition,  actions,  and  manners  to  his  e«u- 
ployer  and  others  into  whose  company  he  is  thrown. 
He  should  know  and  practise  the  requirements  of 
convention  or  custom  in  regard  to  social  and  busi- 
ness intercourse. 


ETHICS  AND  AMENITIES  273 

Dress 

The  matter  of  dress  should  be  considered  first 
because  it  is  usually  the  first  thing  that  makes  an 
impression.  By  his  dress  is  the  secretary  usually 
judged  first.  If  he  has  freakish  ideas  about  dress, 
he  will  soon  find  that  he  is  laboring  under  a  disad- 
vantage. Correct  dress  for  all  occasions  is  the  first 
requirement. 

Slovenly,  careless  attire  is  a  great  handicap. 
Old,  ill-fitting  clothes  and  flashy  or  sporty  dress  are 
offensive  to  good  taste.  The  best  way  to  dress  is 
in  such  conformity  with  convention  that  the  dress 
arouses  no  unfavorable  comment.  The  clothes  of 
the  secretary  should  not  be  such  that  they  force 
themselves  into  the  attention  of  others ;  his  clothes 
should  not  make  him  conspicuous  but  should  be 
noticed  only  for  their  good  taste. 

Besides  the  effect  of  correct  dress  on  the  minds 
of  others,  the  knowledge  that  he  is  clothed  accord- 
ing to  the  best  custom  has  an  effect  on  the  mind 
of  the  wearer.  As  he  knows  that  his  dress  will  not 
be  an  object  of  criticism,  he  is  not  afraid  to  go 
among  important  people.  This  knowledge  gives 
him  confidence  in -himself,  for  not  only  does  he 
perceive  the  consideration  his  dress  secures  from 
others,  but  also  he  knows  that  he  is  correctly 
dressed.  Emerson  wrote,  "  The  consciousness  of 
being  well-dressed  brings  a  satisfaction  which  even 


274          THE  PRIVATE  SECRETARY 

religion  cannot  bestow."  On  the  same  subject  Haz- 
litt  said,  "  Everything  almost  depends  upon  first 
impressions;  and  these  depend  (besides  person, 
which  is  not  in  our  power)  upon  two  things,  dress 
and  address,  which  every  one  may  command  with 
proper  attention." 

Manners 

It  is  largely  by  the  manners  of  the  secretary  that 
the  feelings  of  the  people  around  him  are  deter- 
mined—  and  feeling  has  as  large  a  part  in  busi- 
ness as  reason  has.  If  the  secretary  has  pleasant, 
agreeable,  and  correct  manners  he  will  usually 
make  a  good  impression  on  the  people  he  meets. 
The  casual  caller  or  new  acquaintance  is  predis- 
posed in  favor  of  the  secretary  if  he  finds  the  sec- 
retary well-mannered  and  pleasant.  The  old  maxim 
is,  "  Desire  to  please  and  you  will  infallibly  please." 

An  easy,  graceful,  confident  address  certainly  is 
an  asset  in  managing  callers  and  in  appearing 
among  people.  The  secretary  should  know  how  to 
handle  himself,  how  to  meet  people,  and  how  to  talk 
to  them.  Hazlitt  made  the  following  wise  observa- 
tion :  "  I  would  not  have  you,  from  not  knowing  how 
to  enter  a  room  properly,  stumble  at  the  very  thresh- 
old in  the  good  grace  of  those  on  whom  it  is  pos- 
sible the  fate  of  your  future  life  may  depend.  Noth- 
ing creates  a  greater  prejudice  against  any  one  than 


ETHICS  AND  AMENITIES  275 

awkwardness.  A  person  who  is  confused  in  man- 
ner and  gesture  seems  to  have  done  something 
wrong,  or  as  if  he  was  conscious  of  no  one  qualifi- 
cation to  build  a  confidence  in  himself  upon.  On 
the  other  hand,  openness,  freedom,  self-possession, 
set  others  at  ease  with  you  by  showing  that  you  are 
on  good  terms  with  yourself.  Grace  in  women  gains 
the  affections  sooner,  and  secures  them  longer,  tEalT 
anything  else  —  it  is  an  outward  and  visible  sign 
of  an  inward  harmony  of  soul  —  as  the  want  of  it 
in  men,  as  if  the  mind  and  body  equally  hitched  in 
difficulties  and  were  distracted  with  doubts,  is  the 
greatest  impediment  in  the  career  of  gallantry  and 
road  to  the  female  heart." 

The  secretary  should  be  well  informed  on  eti- 
quette. He  should  have  this  information  so  that  he 
will  embarrass  neither  himself  not  his.  employer  by 
his  ignorance  of  social  customs  and  conventions. 
The  story  is  told  of  a  bright  young  man  who  was 
being  considered  by  the  head  of  a  concern  for  the 
place  of  private  secretary.  This  young  man  came 
highly  recommended  as  to  ability  and  character. 
The  business  man,  since  it  was  near  luncheon  time, 
invited  him  to  take  luncheon  with  him  at  his  club. 
The  young  man  accepted  and  both  went  to  the  club. 
As  soon  as  they  were  seated  at  the  table,  the  young 
man  proceeded  to  tuck  his  napkin  around  his  col- 
lar. He  ate  so  rapidly  that  he  finished  long  before 


276  THE  PRIVATE  SECRETARY 

his  host.  Then  he  leaned  back  in  his  chair  and  be- 
gan to  pick  his  teeth.  All  this  while  the  prospective 
employer  had  been  quietly  observing  his  manner. 
Such  was  his  disgust  that  he  could  hardly  restrain 
himself. 

The  young  man,  although  he  had  ability  and  a 
good  character,  was  not  given  the  slightest  consid- 
eration for  the  position  after  the  prospective  em- 
ployer had  seen  the  manner  in  which  he  acted.  The 
business  man  could  not  afford  to  have  such  a  man 
represent  him. 

Any  good  book  on  etiquette  will  help.  But  best 
of  all  the  secretary,  who  desires  to  perfect  his 
knowledge  of  social  or  business  conventions,  should 
observe  the  actions  of  those  who  know. 


CHAPTER  XIII 
SYSTEMATIZING  THE  OFFICE 

Efficiency  and  system 

THE  routine  work  performed  in  the  private  office 
is  under  the  supervision  of  the  secretary.  The  sec- 
retary, therefore,  is  responsible  for  efficiency  in  the 
office.  The  work  of  the  office  is  done  efficiently  if 
it  is  done  in  the  easiest  way,  in  the  quickest  time, 
and  with  the  best  results.  To  that  end  the  secre- 
tary must  have  a  definite  system  of  some  kind. 

System,  as  applied  by  the  secretary,  is  no  more 
nor  less  than  a  set  of  definite  rules  which  govern 
routine  actions.  As  far  as  possible  definite  rules 
should  be  laid  down  as  to  who  is  to  do  certain  work, 
as  to  how  certain  work  is  to  be  done,  and  as  to  the 
order  in  which  the  different  pieces  of  work  are  to 
be  taken  up.  These  rules  must  be  definitely  under- 
stood and  must  be  unfailingly  adhered  to  by  the  sec- 
retary and  the  office  assistants.  The  consistent  ad- 
herence to  the  rules  will  bring  about  the  habit  of 
doing  things  in  a  certain  way  and  in  a  certain  order. 
Such  a  habit  conserves  mental  and  physical  labor. 

The  secretary  should  devise  systems  for  the  three 

277 


278  THE  PEIVATE  SECKETAEY 

main  divisions  of  the  work  performed  in  the  office. 
These  three  divisions  are:  the  general  office  work 
of  the  office  assistants,  the  work  of  the  employer, 
and  the  work  of  the  secretary  himself. 

Systematizing  the  general  office  routine , 

The  secretary  is  responsible  to  the  employer  for 
all  the  little  details  of  the  office.  If  the  employer 
calls  for  a  certain  letter  and  the  secretary  is  unable 
to  find  it  in  the  files  because  of  a  mistake  made  by 
the  office  assistant  in  filing  it,  the  employer  is  likely 
to  hold  the  secretary  responsible.  If  the  employer 
discovers  that  the  letters  he  is  signing  are  not  type- 
written in  correct  form,  he  is  likely  to  place  the 
blame  on  the  secretary  — 'and  justly.  He  feels  that 
the  secretary  ought  to  take  from  his  shoulders  the 
responsibility  of  such  matters  as  training  the  office 
assistants  to  file  correctly  and  to  typewrite  letters 
in  correct  form. 

It  is  wholly  in  accord  with  the  theory  of  the  po- 
sition of  secretary,  therefore,  that  the  secretary  su- 
perintend all  the  various  details  in  connection  with 
the  general  office  routine  performed  by  office  as- 
sistants. Suggestions  as  to  improvements  and 
changes  may  come  from  the  employer.  Usually, 
however,  the  employer  will  leave  such  matters  to 
the  secretary  because  of  the  pressure  of  work.  At 
the  same  time  the  secretary  will  find  that  he,  too, 


SYSTEMATIZING  THE  OFFICE        279 

is  unable  to  give  all  his  time  to  directing  the  routine 
actions  of  the  office  assistants.  The  best  he  can  do 
is  to  lay  down  rules  for  them  to  follow  in  doing  their 
work. 

If  each  office  assistant  knows  definitely  just  what 
he  is  to  do  and  just  how  he  is  to  do  it,  the  work  of 
the  office  will  be  effectively  carried  on  with  but  lit- 
tle recourse  to  the  secretary  for  instructions.  The 
secretary  will  thus  relieve  himself  of  the  necessity 
of  much  personal  supervision.  His  system  for  the 
office  should  call  for  as  little  personal  supervision 
as  possible,  in  order  that  he  may  have  time  for  more 
important  work.  The  system  should  be  so  rigid 
that  the  chances  for  blunders  are  few;  but  yet  so 
flexible  that  the  office  assistants  have  an  opportu- 
nity to  show  their  initiative  in  devising  better  ways 
of  doing  things. 

Ready-made  systems  that  apply  to  certain  types 
of  office  work  are  not  available,  and,  if  they  were, 
they  would  not  be  so  efficient  as  those  devised  by 
the  secretary  for  the  peculiar  needs  of  his  office. 
The  secretary  should  make  up  and  have  typed  out, 
therefore,  a  set  of  rules  to  be  followed  by  each 
office  assistant.  For  example,  the  set  of  rules  to 
be  used  by  the  stenographers  would  include  rules 
on  the  typing  of  letters.  These  rules  would  de- 
scribe definitely  the  mechanical  make-up  of  the  dif- 
ferent forms  of  letters  used;  moreover,  samples 


280  THE  PRIVATE  SECRETARY 

would  be  given.  Hence,  if  the  secretary  in  dictat- 
ing a  letter  tells  the  stenographer  that  the  official 
form  of  letter  is  to  be  used,  the  stenographer  can 
later  turn  to  the  rule  on  official  letters  and  find 
that  in  official  letters  the  inside  address  is  to  be 
placed  in  the  lower  left-hand  corner  just  below  the 
body  of  the  letter,  that  the  date  is  to  be  spelled  out 
in  full,  that  the  special  double  letter  sheet  is  to  be 
used,  and  so  forth. 

The  office  assistant  who  does  the  filing  should 
have  a  set  of  rules  for  his  work.  These  rules  can  be 
made  up  by  the  secretary  from  his  greater  knowl- 
edge of  filing.  Even  the  office  boy  should  be  given 
definite  instructions  in  his  work. 

Systematizing  the  work  of  the  employer 

Although  the  secretary  has  no  authority  to  force 
his  system  on  his  employer,  yet  by  means  of  tactful 
suggestion  he  can  remedy  many  faults  in  the  em- 
ployer's method  of  doing  things.  If  the  employer 
is  continually  putting  off  action  on  important  mat- 
ters, if  he  allows  letters  to  go  unanswered,  if  he  is 
wasting  his  time  on  unproductive  routine  and  un- 
important work,  the  secretary  should  get  him  to 
change  his  system.  This  he  can  usually  do  by  first 
planning  the  system  for  his  employer  and  then 
getting  him  to  adopt  it  unconsciously. 

The  secretary  should  direct  his  energies  first  of 


SYSTEMATIZING  THE  OFFICE        281 

all  to  the  employer's  desk.  A  disorderly  desk,  it- 
self a  result  of  lack  of  system,  breeds  more  lack  of 
system.  If  important  letters,  unfinished  work, 
blotters,  memoranda,  and  so  forth  are  indiscrimi- 
nately thrown  together  on  the  working  surface  of 
the  employer's  desk,  and  fill  the  drawers  of  the 
desk  to  overflowing,  then  the  secretary's  work  is 
plainly  cut  out  for  him.  If  the  secretary  is  ever 
to  help  his  employer  to  get  his  work  done,  he  must 
dispose  of  this  mass  which  turns  the  top  of  the 
desk  into  a  cemetery.  After  the  top  of  the  desk  is 
cleaned  up,  it  must  be  kept  clean,  for  the  sight  of 
the  clean  desk  stimulates  the  user  to  keep  it  clean 
—  and  that  means  getting  work  done. 

But  the  secretary  should  be  careful  in  the  dis- 
posing of  the  papers  on  the  employer's  desk.  Per- 
mission should  first  be  secured  in  a  tactful  manner 
to  sort  out  the  papers.  From  this  sorting  the  sec- 
retary will  be  able  to  learn  what  papers  can  be 
filed,  what  papers  should  be  given  immediate  atten- 
tion, and  so  on. 

The  secretary  can  sort  all  the  material  on  the  top 
of  the  desk  into  the  following  four  divisions : 

1  —  Unfinished  matter,  such  as  the  day's  letters, 

routine  plans  for  the  day,  and  so  forth. 

2  —  The  matters  pending,  such  as  letters  and  papers 

that  cannot  be  answered  to-day,  but  must  be 
held  for  several  days. 


282  THE  PKIVATE  SECRETARY 

3  —  Completed  matters  that  can  be  filed  now  as  they 

have  been  attended  to. 

4  —  Desk  tools,  such  as  blotters,  stationery,  and  so 

on. 

The  first  division  can  be  further  subdivided  into 
three  divisions  as  follows : 

A  —  Matters  which  must  be  taken  up  immediately, 
such  as  important  telegrams,  letters,  memo- 
randa, and  so  forth. 

B  —  Matters  which  can  be  taken  up  later  in  the 
day ;  but  which  must  be  done  to-day. 

C  —  Matters  which  do  not  demand  attention  to-day, 
but  should  be  done  if  time  permits. 

The  material  in  subdivisions  A  and  B  of  main 
division  1  can  be  taken  care  of  by  means  of  a  tem- 
porary portfolio,  which  the  secretary  can  make  for 
himself.  He  can  take  four  or  five  open  end  manila 
filing  folders  and  fasten  them  together  with  a  string 
or  with  brass  staples.  On  the  tabs  of  these  folders 
he  can  write  such  titles  as  will  suit  the  peculiari- 
ties of  the  work.  The  following  titles  are  sugges- 
tive: 

"  Letters  Ready  for  Dictation." 

"  Matters  for  Immediate  Attention." 

"  Take  up  with  Andrews." 

This  portfolio,  marked  "  Work  for  the  Day,"  should 
be  kept  on  the  working  surface  of  the  desk  at  the 
left-hand  side. 


SYSTEMATIZING  THE  OFFICE        283 

The  material  in  subdivision  C  of  main  division  1 
should  be  put  into  a  folder  marked  "  Unfinished 
Work."  This  folder  should  then  be  placed  in  the 
upper  right-hand  drawer  of  the  desk  where  it  can 
be  readily  referred  to  after  the  material  in  "  Work 
for  the  Day  "  portfolio  has  been  disposed  of. 

Material  sorted  into  main  division  2  is  composed 
of  matters  pending ;  i.  e.,  letters  or  papers  which 
cannot  be  finally  disposed  of  because  of  lack  of 
facts  or  other  information,  necessity  for  further 
study,  and  so  on.  This  material  should  be  put  into 
a  folder  marked  "  Matters  Pending."  The  folder 
should  then  be  placed  in  the  upper  right-hand 
drawer  of  the  desk. 

Material  in  main  division  3  is  made  up  of  letters, 
papers,  and  data  of  all  kinds,  that  have  had  atten- 
tion or  need  no  further  attention.  This  material 
should  be  filed  or  passed  on  to  some  one  else. 

The  material  in  main  division  4  is  made  up  of 
that  clutter  of  office  tools,  such  as  pens,  pencils, 
blotters,  elastic  bands,  stationery,  and  so  forth. 
These  articles  are  of  little  use  unless  they  can  be 
found  in  their  right  places  when  they  are  wanted. 
Stationery  should  be  placed  in  the  middle  left- 
hand  drawer  of  the  desk.  One  or  two  pens  and  a 
pencil  should  be  kept  in  the  pen  tray  on  the  work- 
ing surface  of  the  desk.  The  rest  should  be  placed 
in  the  top  middle  drawer  of  the  desk.  The  ruler, 


284          THE  PRIVATE  SECRETARY 

blotter,  and  shears  should  be  placed  in  the  same 
drawer.  A  receptacle  for  rubber  bands  and  clips 
should  be  kept  there  also  where  these  articles  will 
be  handy.  The  working  surface  of  the  desk  should 
be  kept  clear  of  all  tools,  except  those  in  constant 
use. 

After  the  secretary  has  cleared  up  the  desk  of 
the  employer,  he  should  see  to  it  that  the  system  is 
adhered  to.  He  should  straighten  out  matters 
every  day  until  the  employer  himself  gets  into  the 
habit  of  being  more  orderly. 

The  secretary  still  further  develops  a  system  for 
his  employer  by  consistently  planning  out  his  time, 
by  seeing  that  he  keeps  his  appointments,  by  sug- 
gesting that  a  certain  piece  of  work  %ught  to  be 
done,  and  so  on.  It  is  the  secretary's  duty  to  keep 
after  his  employer  so  that  he  does  his  work,  but 
there  is,  of  course,  great  need  for  tact  and  diplo- 
macy in  getting  the  employer  to  adopt  a  system. 

The  secretary's  daily  routine 

As  has  been  stated  elsewhere  in  this  book,  the 
secretary  is  hired  to  take  from  the  employer's 
shoulders  as  much  detail  work  as  possible.  To  per- 
form this  detail  work,  and  yet  to  have  time  to  help 
his  employer  on  creative  work,  the  secretary  finds 
that  he  needs  a  good  system.  He  needs  to  plan  his 
own  day's  work  so  well  that  at  the  end  of  the  day 


SYSTEMATIZING  THE  OFFICE       285 

he  can  honestly  say,  "  I  have  satisfactorily  disposed 
of  everything  that  needed  to  be  disposed  of  to-day, 
and  yet  I  have  been  able  to  do  some  creative  work." 
The  secretary  can  best  handle  the  multiplicity  of 
his  affairs  by  devising  a  system  and  adhering  to 
it. 

The  first  step  is  to  lay  out  a  plan  for  the  day's 
routine.  This  plan  goes  into  effect  every  day,  even 
before  the  secretary  arrives  at  the  office.  Before 
arriving  at  the  office  in  the  morning  the  secretary 
should  carefully  read  the  morning  papers.  He 
should  read  the  general  news  for  general  informa- 
tion. Any  point  of  particular  interest  to  the  em- 
ployer or  his  business  should  be  clipped  or  other- 
wise noted.  The  editorials  should  be  read  for  the 
mature  comments  on  the  important  topics  of  the 
day.  After  arriving  at  the  office  the  secretary 
should  first  consult  his  "  tickler/'  desk  calendar, 
diary,  or  follow-up  file.  Any  one  of  these  four  may 
remind  him  to  get  a  certain  piece  of  work  under 
way  immediately.  Even  a  delay  of  half  an  hour 
might  easily  mean  serious  trouble  later.  He  can 
also  plan  the  day's  work. 

Next  he  should  open  and  digest  the  morning's 
mail  (see  page  62).  The  third  step  is  to  consult 
the  appointment  book  and.  get  in  mind  the  appoint- 
ments for  that  day.  The  fourth  step  is  to  start  on 
the  unfinished  work  of  yesterday  that  demands  ac- 


286  THE  PRIVATE  SECRETARY 

tion  to-day.  The  fifth  step  is  to  take  up  new  work. 
After  the  third  step,  the  secretary  will  be  frequently 
interrupted  to  answer  the  telephone,  to  meet  callers, 
and  to  perform  other  like  routine  matters  of  the 
day. 

There  should  be  no  pausing  or  dawdling  after  one 
piece  of  work  is  done.  The  secretary  must  keep 
everlastingly  at  it.  If  he  is  able  to  finish  his 
routine  work,  he  should  start  on  new  plans  and 
ideas  that  would  help  his  employer.  He  can  con- 
sult his  diary  and  start  work  on  matters  which  are 
not  due  for  some  time. 

Certain  rules  will  be  of  aid  in  bettering  the  sec- 
retary's system.  The  first  is  as  follows:  The 
secretary  should  never  put  off  for  an  instant  the 
execution  of  current  business  or  the  carrying  out 
of  a  wish  or  even  a  thought  of  his  employer.  This 
rule  is  a  great  conservator  of  time,  and,  if  strictly 
followed,  tends  to  form  an  invaluable  habit  which 
will  keep  the  secretary's  slate  clean.  It  will  allow 
the  secretary  to  take  up  and  dispose  of  new  busi- 
ness or  an  emergency.  Besides,  it  will  give  him  an 
opportunity  for  original  thinking  and  consequent 
development.  Once  the  secretary  takes  up  a  piece 
of  work  he  should  see  it  through  to  completion. 
Concentration  is  needed. 

The  second  rule  is :  Always  know  where  certain 
papers  are  and  how  to  get  them  instantly. 


SYSTEMATIZING  THE  OFFICE        287 

The  third  rule  is :  Don't  promise  until  you  are 
sure. 

The  fourth  rule  is :  When  you  make  your  prom- 
ise, make  a  note  of  it 

The  fifth  rule  is:  If  you  are  forced  to  break  a 
promise,  or  an  appointment,  jgx^fxlM_pther  man. 

The  sixth  rule  is:     Do  not  forget  anything. 

Although  the  secretary  may  be  capable  of  remem- 
bering the  many  details  attached  to  the  perform- 
ance of  his  duties,  yet  the  constant  worry  and  strain 
brought  about  by  the  attempt  to  keep  all  details  in 
the  mind  will  soon  bring  bad  results.  If  his  brain 
is  cluttered  with  details,  the  secretary  will  never 
be  more  than  a  "  routine  man."  The  secretary 
should  remember  that  his  brain  has  only  a  certain 
capacity  and  that  it  should  not  be  overloaded  with 
details.  ^The  big  ideas  should  be  carried  in.  his 
head;  the  details  in  his  'pock'et.  Some-  system 
should  be  devised  by  the  secretary  to  take  care  of 
the  details. 

The  secretary  has  several  methods  of  taking  care 
of  the  details,  for  he  has  an  appointment  book  x  to 
keep  track  of  the  appointments;  he  has  his  per- 
petual journal  2  to  keep  him  in  touch  with  matters 
which  must  be  attended  to  year  after  year ;  he  has 
a  desk  calendar  pad  which  will  constantly  keep  be- 
fore him  the  list  of  things  still  to  be  done ;  he  has  a 

i  See  page  248.  2  See  page  256. 


288          THE  PRIVATE  SECRETARY 

diary  1  which  is  a  record  of  the  past,  present,  and 
future  events.  And  he  needs  most  of  these  me- 
chanical devices  if  he  is  to  go  home  at  night  with 
the  assurance  that  all  the  details  of  that  day  have 
been  attended  to,  and  with  the  unburdened  brain 
of  the  man  who  has  been  wise  enough  to  plan  and 
use  a  system  to  take  charge  of  details. 

Another  device  that  will  be  of  aid  to  the  secre- 
tary is  the  "  tickler."  This  device  is  an  adaptation 
of  the  card  index  and  the  chronological  system  of 
filing.  Its  main  advantage  over  the  diary  or  desk 
calendar  consists  in  the  fact  that  notations  for  work 
which  must  be  put  off  to-day  need  not  be  rewritten, 
but  merely  transferred.  Another  advantage  is  that 
original  documents  such  as  business  cards,  slips  of 
paper  with  notations  on  them,  etc.,  can  be  kept  until 
the  right  time. 

The  equipment  consists  of  a  set  of  partition 
cards  with  tabs  which  bear  numbers  from  1-31; 
12  month  cards,  each  with  the  name  of  a  month 
on  its  tab;  and  a  container,  usually  a  box.  (The 
cards  are  often  kept  in  position  by  the  parti- 
tion boards  in  the  upper  left-hand  drawer  of  the 
desk. ) 

A  record  of  a  matter  to  be  attended  to  in  the 
future  is  written  on  a  slip  of  paper  and  dropped 
behind  the  card  of  the  date  on  which  it  should  be 

i  See  page  251. 


SYSTEMATIZING  THE  OFFICE       289 

brought  up  for  attention.  On  each  morning  the 
secretary  will  take  out  the  slips  in  the  compartment 
behind  the  card  bearing  the  date  of  the  same  morn- 
ing and  will  thus  see  the  affairs  he  must  attend  to 
on  that  day.  If  he  finds  then  that  any  affair  needs 
to  be  postponed,  the  same  slip  of  paper  with  any 
added  notations  can  be  put  back  of  the  proper  date 
card  for  attention  on  that  date.  This  system  acts 
as  an  effective  follow-up. 

The  secretary's  desk 

It  is  unnecessary  to  describe  minutely  the  sys- 
tem that  the  secretary  should  have  in  regard  to  his 
own  desk,  for  it  would  be  but  a  repetition  of  the 
description  of  the  system  applied  to  the  employer's 
desk.  It  is  not  a  waste  of  space,  however,  to  advise 
the  secretary  again  to  keep  the  working  surface  of 
his  desk  clear  of  all  but  the  material  he  is  working 
on  and  the  tools  he  is  working  with.  The  influence 
that  a  cleared  desk  has  on  the  user  of  the  desk  is 
great.  The  sight  of  a  clear  working  surface  is  a 
constant  stimulus  to  get  the  work  out,  and  to  keep 
the  top  of  the  desk  free  from  piles  of  papers  and 
affairs  that  have  been  disposed  of.  "  Keep  the  desk 
clear  "  is  a  motto  of  value. 

Besides  keeping  the  working  surface  of  the  desk 
cleared  for  action,  the  secretary  should  see  to  it 
that  the  drawers  of  the  desk  are  being  used  in  ac- 


290  THE  PRIVATE  SECRETARY 

cordance  with  a  definite  system.  The  first  big  rule 
that  the  secretary  should  follow  in  regard  to  the 
desk  drawers  is  system.  The  basic  law  of  this  sys- 
tem is,  "  The  right  place  for  the  right  thing."  The 
secretary  should  not  keep  the  working  surface  of 
the  desk  cleared  at  the  expense  of  the  desk  drawers. 
He  should  not  shove  the  papers  on  his  desk  hap- 
hazardly into  the  drawers.  Each  drawer  should 
be  the  receptacle  of  certain  papers  only.  In  this 
way  it  is  possible  for  the  secretary  to  find,  later,  the 
paper  he  wants. 

A  suggestive  system  for  the  use  of  the  desk  draw- 
ers is  the  following:  The  upper  left-hand  drawer 
might  contain  those  books  which  are  in  constant 
use,  such  as  the  diary,  the  perpetual  journal,  the 
book  of  information;  the  front  part  of  the  drawer 
might  hold  a  3"x5"  "tickler."  The  middle  left- 
hand  drawer  might  contain  letterheads,  envelopes, 
and  memorandum  pads. 

The  bottom  left-hand  drawer  might  contain  un- 
finished work  for  the  future,  such  as  reports  and 
plans,  to  which  the  secretary  might  turn  after  he 
has  finished  the  pressing  work  of  the  day. 

The  top  drawer  in  the  middle  of  the  desk  might 
contain  in  front,  in  proper  receptacles,  pins,  clips, 
rubber  bands,  pencils,  pens,  and  so  forth;  in  back 
could  be  kept  a  large  account  book.  The  upper 
right-hand  drawer  should  be  used  to  hold  the  folder 


SYSTEMATIZING  THE  OFFICE        291 

marked  "  Unfinished  Work  "  and  "  Matters  Pend- 
ing" described  on  page  283. 

The  bottom  right-hand  drawer  is  usually  a  deep 
drawer.  This  drawer  can  be  made  excellent  use  of 
to  hold  folders  of  different  affairs  to  which  the 
secretary  has  constant  recourse.  Or  it  can  hold 
a  follow-up  file.  (Description  of  such  a  file  is 
given  on  page  288. ) 


APPENDIX 

NECESSARY  CHARACTERISTICS  OP  THE 
PRIVATE  SECRETARY 

Requisites  for  the  position 

IT  is  well  to  point  out  that  not  every  one  is  fitted 
to  be  a  private  secretary.  A  knowledge  of  general 
business  and  of  the  specific  business  of  the  em- 
ployer, of  the  specific  duties  of  the  private  secre- 
tary, and  the  possession  of  the  ability  to  perform 
such  duties,  do  not  alone  make  one  suitable  for  the 
place.  The  position  of  private  secretary  is  pecul- 
iar. It  demands  that  knowledge  and  ability  be 
present,  together  with  certain  moral,  mental,  per- 
sonal, and  physical  qualities.  The  private  secre- 
tary cannot  be  one-sided.  He  must  have  both 
requisites.  The  possession  of  the  moral  and  mental 
qualities  is  the  sine  qua  non,  the  essential  element. 
If  he  has  the  knowledge  and  ability,  but  lacks  the 
latter  qualifications,  he  cannot  be  a  real  private 
secretary. 

It  must  always  be  remembered  that  the  relation- 
ship between  employer  and  secretary  is  likely  to  be 

293 


294  APPENDIX 

intimate  and  personal.  This  relationship  cannot 
exist  unless  the  private  secretary  has  the  right 
moral  and  personal  qualifications.  Again,  he  who 
has  these  qualifications  can  usually  acquire  the 
knowledge  and  ability  that  are  also  demanded,  but 
the  man  who  has  not  the  moral  qualifications  is 
usually  unable  to  acquire  them.  The  whole  struc- 
ture of  a  private  secretary's  usefulness,  therefore, 
rests  upon  his  possession  of  certain  moral  and  per- 
sonal qualifications. 

The  moral  qualities  which  are  essential  to  the 
private  secretary  for  the  performance  of  his  duties 
are: 

1.  Trustworthiness 

2.  Self-abnegation  or  unselfishness 

Added  to  these  moral  qualities  he  should  have 
the  following  mental  qualities : 

1.  Initiative 

2.  Tact 

3.  Good  reasoning  power 

4.  Quickness  and  alertness  of  mind;  adroit- 

ness 

5.  Retentiveness  of  mind 

6.  Concentration 

7.  Foresight 

8.  Skill 


APPENDIX  295 

Together  with  moral  and  mental  qualities,  cer- 
tain physical  and  personal  qualities  are  looked  for 
in  the  good  private  secretary,  as  follows : 

1.  Agreeable  personality 

2.  Correct  and  easy  speech 

3.  Correct  personal  appearance 

4.  Correct  deportment 

5.  Good  health 

ESSENTIAL  MORAL  QUALITIES 

Necessity  of  moral  qualities 

Moral  qualities  and  characteristics  are  taken  up 
here,  not  merely  because  they  are  highly  desirable 
characteristics,  but  because  they  are  the  essentials 
that  the  secretary  must  have  if  he  is  to  be  of  serv- 
ice to  the  employer.  If  the  employer  knows  or 
fears  that  the  secretary  is  weak  in  any  one  of  the 
essential  moral  qualities  given  above,  he  will  not 
confide  in  the  secretary,  nor  will  he  allow  him  to 
decide  on  executive  matters.  If  the  secretary  is 
not  taken  into  the  employer's  confidence  or  if  he 
is  not  permitted  to  use  his  judgment  and  act  for 
the  employer,  his  usefulness  and  the  reason  for  his 
position  are  destroyed. 

Trustworthiness 

Of  the  moral  characteristics  that  the  secretary 
must  possess,  the  most  important  is  trustworthi- 


296  APPENDIX 

ness.  This  is  the  state  or  quality  of  being  worthy 
of  trust  or  confidence.  The  employer  must  be  able 
to  confide  his  secrets  to  his  secretary,  supremely 
confident  that  the  secretary  will  be  discreet.  The 
employer  must  know  that  his  secretary  can  be 
trusted  and  relied  upon  to  act  always  in  his  best 
interests  —  that  he  can  be  depended  upon  to  per- 
form his  duties  faithfully.  He  must  be  assured, 
moreover,  that  the  integrity  of  his  secretary  is  ir- 
reproachable and  incorruptible. 

Secretiveness  or  discreetness  is  one  of  the  di- 
visions of  trustworthiness.  In  the  case  of  the 
private  secretary,  it  is  the  most  important  of  the 
divisions,  for  we  have  learned  that  the  word  secre- 
tary comes  from  the  Latin  word  secretarius,  which 
means  oneintrusted  with  secrets.  The  secretary 
is  going  to  be  in  possession  of  many  of  the  impor- 
tant secrets  of  his  employer  and  of  his  employer's 
business.  Hence,  it  is  imperative  that  the  secre- 
tary should  be  one  who  will  not  divulge  any  of  the 
confidences  of  his  employer.  In  certain  cases  he 
will  be  offered  bribes  and  in  other  cases  he  will  be 
cajoled  to  divulge  some  of  that  knowledge  which  he 
has  about  his  employer's  business.  The  secretary 
must  realize  that  when  he  does  give  any  of  this  in- 
formation he  is  injuring  not  only  his  employer  but 
himself.  He  is  injuring  his  employer  because  the 
information  he  gives  will  probably  be  taken  ad- 


APPENDIX  297 

vantage  of  and  used  against  his  employer.  He  is 
injuring  himself  because  very  soon  will  the  em- 
ployer find  out  that  the  cat  has  been  let  out  of  the 
bag.  The  result  of  this  is  that  the  employer  will 
be  afraid  to  trust  his  secrets  to  the  secretary,  and, 
when  that  occurs,  the  secretary  becomes  of  little 
use  to  him. 

The  characteristic  of  loyalty  is  a  second  division 
of  the  main  quality  of  trustworthiness.  Loyalty 
is  the  state  or  quality  of  being  loyal  —  being  true 
and  faithful  to  any  person  or  persons  to  whom  one 
owes  fidelity.  The  secretary  must  have  this  quali- 
fication, for  he  is  in  a  position  of  trust  and  is  many 
times  called  upon  to  handle  executive  matters.  In 
such  cases  he  must  always  act  in  the  best  interests 
of  his  employer.  He  must  never  take  advantage  of 
his  employer  in  any  way,  for  that  would  be  a  breach 
of  trust.  He  must  act  for  his  employer  as  he  would 
act  for  himself. 

Besides  being  loyal  to  his  employer  in  the  acts 
which  he  performs,  he  must  also  have  a  belief  in 
his  employer.  He  must  take  an  interest  in  his 
employer's  business  and  welfare,  and  must  believe 
that  his  employer  is  usually  in  the  right.  If  he 
has  not  this  belief  in  his  employer,  he  will  not  put 
into  his  work  the  enthusiasm  which  is  so  necessary. 
Moreover,  he  should  stand  up  for  his  employer  in 
all  cases.  In  the  case  of  verbal  attack  by  enemies 


298  APPENDIX 

or  in  the  face  of  insidious  remarks  detrimental  to 
the  employer,  he  should  boldly  defend  his  chief.  It 
is  expected  of  him. 

Truthfulness  is  the  third  division  of  the  main 
quality  of  trustworthiness.  It  means  telling  the 
exact  truth,  the  whole  truth,  and  nothing  but  the 
truth.  The  employer  will  in  many  oases  depend 
upon  the  secretary  for  information.  This  infor- 
mation must  be  given  with  no  exaggeration,  no 
shading  of  meaning,  no  mental  reservation,  and 
should  represent  the  real  state  of  affairs  so  far  as 
it  lies  in  the  ability  of  the  secretary  to  know  and 
state  them.  The  employer  is  practically  forced  to 
rely  on  the  statements  of  his  secretary  and  to  back 
them  up  if  they  are  made  to  outsiders.  Unless  he 
can  rely  upon  the  truthfulness  of  the  secretary,  he 
is  at  a  decided  disadvantage  in  carrying  on  his  busi- 
ness. 

Self-abnegation  or  unselfishness 

The  second  of  the  two  main  qualities  or  moral 
characteristics  which  the  private  secretary  must 
possess  is  that  of  self-abnegation  or  unselfishness. 
The  secretary  must  place  his  employer's  interests 
foremost.  He  must  practise  self-abnegation  where 
the  employer  is  concerned.  As  his  employer  should 
be  relieved  from  as  much  work  and  worry  as  pos- 
sible, the  secretary  must  take  upon  his  own  shoul- 


APPENDIX  299 

ders  such  worry.  It  will  be  remembered  that  the 
secretary  is  the  other  self  of  the  employer.  The 
secretary,  accordingly,  must  submerge  his  own  in- 
dividuality and  interest  and  be  a  part  of  the  chief. 
This  does  not  mean  fawning  humbleness.  It  means 
that  the  secretary  should  carry  out  the  wishes  of 
his  employer  —  not  his  own  wishes  —  and  in  the 
way  the  employer  desires.  The  secretary,  however, 
should  not  be  without  independence  of  character, 
for  this  quality  is  essential  if  the  secretary  is  to 
criticize  in  a  constructive  sense  the  plans  and  ac- 
tions of  his  chief.  If  he  lacked  independence  in  the 
matter  of  thinking  or  acting,  he  would  probably  be 
a  weak  secretary.  A  man  who  is  unafraid  to  voice 
his  own  honest  convictions  when  asked,  gains  the 
esteem  of  the  employer.  The  secretary  should  be 
independent  but  he  should  not  try  aggressively  to 
force  his  ways  on  the  employer.  Independence  can 
be  carried  too  far.  The  secretary  should  always 
remember  that  the  chief  is  the  one  in  command. 

ESSENTIAL  MENTAL  QUALITIES 

Initiative 

The  rarest  mental  quality,  and  hence  the  most 
valuable  to  the  private  secretary,  is  that  of  initia- 
tive. This  is  the  quality  which  the  private  secre- 
tary possesses  if  he  can  do  the  right  thing  at  the 
right  time  without  being  told,  if  he  can  start  an 


300  APPENDIX 

undertaking,  and  if  he  has  the  capacity  for  inde- 
pendent action.  It  is  the  power  of  thinking  for 
one's  self  —  the  power  of  doing  original  work- 
the  power  of  exercising  one's  own  judgment  in  the 
performance  of  certain  acts.  As  has  been  said 
above,  the  private  secretary  should  do  more  than 
those  things  which  he  is  told  to  do.  If  the  em- 
ployer constantly  has  to  supervise  what  the  secre- 
tary does  and  has  to  lay  out  in  detail  exactly  what 
the  secretary  is  to  do  and  how  he  is  to  do  it,  the 
secretary  has  not  much  initiative,  and  is  not  very 
valuable.  The  man  that  is  wanted  is  one  who  can 
be  left  to  his  own  resources  and  can  be  relied  upon 
to  make  and  carry  out  plans.  He  is  forever  com- 
pleting one  thing  and  taking  up  something  else. 
All  this  he  does  alone  —  with  not  a  word  from  any 
one  —  with  no  need  of  hints  or  advice  or  encourage- 
ment or  prodding.  Usually  nobody  knows  what  he 
has  been  doing  until  he  comes  in  to  report  that  the 
thing  is  done  and  then  every  one  realizes  that  it 
was  the  right  thing  to  do,  although  no  one  else  hap- 
pened to  think  of  it  until  that  moment.  He  thinks 
up  all  his  action  for  himself  and  carries  out  his 
plans  to  completion. 

It  is  not  sufficient  that  the  secretary  should  at- 
tend from  day  to  day  to  casual  details  —  or  some 
of  them  that  turn  up  of  themselves  at  his  elbow 
and  force  themselves  upon  his  attention.  He  must 


APPENDIX  301 

have  a  perspective  —  a  view  of  his  work  as  a  whole 

—  a  clear  conception  of  the  main  objects  that  he 
ought   to   accomplish.     If   he   has   no   systematic 
method  covering  all  the  points  that  offer  oppor- 
tunities for  action  profitable  to  his  chief,  if  he  has 
no  schemes  or  plans,  if  he  has  no  mind  to  plan  and 
no  energy  to  put  his  plans  through  to  completion 

—  then  he  has  no  initiative. 

Initiative  rests  upon  three  things:  imagination, 
reasoning  ability,  and  energy  of  the  will.  The 
secretary  should  have  the  imagination  to  plan  and 
to  see  what  will  result  if  his  plan  is  put  into  opera- 
tion ;  he  must  have  a  perspective  of  his  work  so  that 
he  can  look  ahead.  Moreover,  he  should  have  the 
ability  to  reason  out  matters  so  that  his  plan  of 
action  will  be  based  on  good  reasons.  And  lastly, 
he  should  have  the  energy  of  will  to  start  the  plan 
and  push  it  through  to  the  end. 

Initiative,  in  the  active  sense  as  applied  to  the 
private  secretary,  depends  a  great  deal  upon  the 
association  with  and  the  knowledge  of  the  character 
of  the  employer.  The  private  secretary  cannot 
very  well  go  ahead  and  exercise  his  own  initiative 
or  judgment  unless  he  first  knows  what  the  em- 
ployer would  like  done  in  certain  instances.  Here, 
again,  it  is  seen  that  the  private  secretary  is  the 
alter  ego  —  the  other  self  —  of  his  employer.  He 
must  pretty  nearly  know  just  what  the  ideas  of  the 


302  APPENDIX 

employer  are  on  the  question  in  hand  and  just  how 
that  employer,  if  he  were  there  or  if  he  were  called 
upon  to  decide  himself,  would  decide  certain  ques- 
tions. The  secretary  must  strive  to  find  the  way 
the  employer's  mind  works,  the  lines  which  he  fol- 
lows in  thinking  out  his  decision,  his  character, 
and  so  on,  so  that  the  secretary  may  decide  and 
plan  just  as  the  employer  would.  This  knowledge 
of  the  employer's  method  of  doing  things  must  be 
secured  before  the  private  secretary  can  feel  safe 
and  confident  in  exercising  his  own  initiative. 
The  secretary  should  act,  but  he  must  act- accord- 
ing to  reason. 

Initiative  is  a  very  necessary  part  of  a  private 
secretary's  equipment.  It  is  capable  of  culture;  it 
can  be  cultivated  just  as  muscular  force  can  be  cul- 
tivated. Accordingly,  it  is  the  duty  of  the  private 
secretary  to  give  it  opportunity  to  grow.  Muscles 
.are  usually  developed  by  exercise.  Initiative  can 
be  developed  by  a  systematic  course  of  training  and 
by  continually  thinking  up  new  ideas.  Successful 
effort  very  soon  inspires  a  confidence  which  is  con- 
firmed and  increased  by  repetition.  The  executive 
qualities  should  be  developed  by  persistently  carry- 
ing out  everything  that  may  come  within  the  reach 
of  the  secretary's  duties. 

Initiative  is  too  often  considered  to  be  like  genius 
—  a  gift  which  cannot  be  cultivated  —  a  gift  which 


APPENDIX  303 

is  born  in  its  possessor.  No  doubt  some  have  more 
initiative  than  others,  but  that  is  no  reason  why 
the  less  gifted  should  despair  of  the  development 
of  that  which  they  really  possess  to  some  degree. 
Some  men  have  stronger  muscles  than  others,  but 
they  have  secured  them  usually  through  develop- 
ment. Every  bright  idea  that  comes  to  the  secre- 
tary's mind  should  be  transformed  to  action  when 
the  right  time  comes.  If  the  secretary  is  deeply 
interested  in  his  work,  that  interest  will  soon  spur 
his  initiatory  powers.  He  will  study  the  methods 
of  other  successful  secretaries  and  adopt  them 
bodily  when  he  is  himself  unable  to  improve  upon 
them.  He  will  continually  try  to  pick  up  better 
methods  if  he  can.  Then  suddenly  before  the  sec- 
retary realizes  it  he  has  the  initiatory  habit  strongly 
fastened  to  him.  After  he  has  done  that,  he  has 
made  one  of  the  longest  strides  toward  success  that 
it  is  possible  for  him  to  make. 

Men  are  likely  to  lack  initiative,  not  because  they 
lack  the  courage  to  make  a  decision,  but  because 
they  do  not  possess  the  judgment  which  is  neces- 
sary to  decide  matters  correctly.  If  they  have 
made  one  bad  mistake  and  have  been  severely 
censured  for  it,  they  very  rarely  try  to  exercise  their 
judgment  next  time.  They  lose  confidence  in  them- 
selves and  in  their  judgment  of  matters.  Judg- 
ment and  experience  are  the  foundations  upon 


304  APPENDIX 

which  initiative  rests.  Hence  men  who  find  them- 
selves weak  in  initiative  should  strive  to  secure  the 
experience  and  reasoning  power  which  will  enable 
them  to  decide  and  plan  correctly.  They  should 
learn  to  reason  carefully. 

Women  are  likely  to  lack  initiative  because  they 
are  by  nature  of  a  rather  timid  disposition.  They 
are  afraid  to  make  a  decision,  for  they  fear  that  it 
may  not  be  the  right  one.  Women  usually  have 
the  necessary  judgment  and  the  taste  in  matters 
which  would  come  under  their  jurisdiction,  but 
they  fear  to  assume  the  responsibility  that  such  a 
decision  would  bring  upon  them.  Women  private 
secretaries,  if  they  overcome  their  natural  timidity, 
will  be  found  to  possess  initiatory  powers. 

Tact 

Next  in  importance  to  the  quality  of  initiative  is 
that  of  tact.  Tact  is  a  quality  closely  akin  to  that 
of  initiative,  for  it  is  the  ready  power  of  apprecia- 
ting and  doing  that  which  is  required  by  circum- 
stances. It  is  the  sense  of  doing  the  correct  thing. 
Such  qualities  as  courtesy,  politeness,  diplomacy, 
polish,  smoothness,  and  patience  are  included  in  it. 
It  involves  psychology  —  the  study  of  the  work- 
ings of  the  human  mind. 

Two  very  important  duties  of  the  private  secre- 
tary are  the  meeting  of  callers  and  the  handling  of 


APPENDIX  305 

correspondence.  In  the  successful  performance  of 
these  two  duties  tact  plays  an  important  part. 
Callers  must  be  received  courteously  and  treated 
politely,  no  matter  what  their  position  in  life  may 
be.  In  the  handling  of  the  many  puzzling  matters 
brought  up  in  correspondence,  tact  is  required.  If 
the  secretary  has  tact  he  will  be  able  to  extricate 
himself  and  his  employer  from  many  difficult  places 
without  antagonizing  or  offending  the  other  per- 
sons concerned.  We  must  live  with  other  people 
and  hence  we  must  adjust  ourselves  to  them  if  this 
living  is  to  be  agreeable.  Tact  can  be  said  to  be 
the  consideration  of  the  sensibilities  and  feelings 
of  others. 

Reasoning  power 

In  certain  circumstances  matters  calling  for  de- 
cision are  brought  to  the  attention  of  the  secretary. 
To  decide  correctly  it  is  necessary  that  he  have  good 
reasoning  power,  that  is,  the  power  of  reasoning 
out  for  himself  from  the  facts  that  he  has  at  his 
disposal  and  from  his  past  experience,  what  should 
be  done  in  this  particular  case.  Again,  th^secre- 
tary  will  be  called  upon  and  should  be  prepared  to 
help  the  employer  in  solving  some  definite  problems 
in  his  business.  In  order  to  give  the  aid  that  is 
asked  of  him,  it  is  necessary  that  he  should  have 
some  power  in  reasoning.  Moreover,  as  has  been 


306  APPENDIX 

said  above,  the  ability  to  reason  out  a  plan  of  action 
is  one  of  the  three  components  of  the  valuable 
quality  of  initiative.  The  power  of  reasoning  is 
usually  developed  through  education  and  study. 

Quickness,  alertness,  and  adroitness 

The  three  characteristics  of  quickness,  alertness, 
and  adroitness  should  be  considered  together,  for 
they  are  very  much  alike.  Quickness  is  the  power 
to  act  quickly,  to  decide  quickly.  Alertness  com- 
bines the  meaning  of  quickness  with  that  of  watch- 
fulness. Adroitness  is  the  special  readiness  in  de- 
vising means  to  meet  difficulties,  to  extricate  one's 
self  from  puzzling  circumstances,  to  avoid  dan- 
ger. 

There  are  so  many  situations  that  demand  quick- 
ness in  action  and  in  decision  that  the  qualification 
of  quickness  is  of  importance.  The  secretary  must 
be  able  to  decide  quickly  his  course  of  action  in 
handling  callers.  He  must  be  able  to  take  in  a  situ- 
ation at  a  glance.  He  must  be  quick  in  grasping 
the  significance  of  things  at  once,  for  if  he  were  not 
quick  many  little  ideas  and  actions  would  never  be 
perceived  by  him. 

In  handling  the  telephone,  too,  the  quality  of 
quickness  is  of  value.  The  secretary  must  be  able 
to  make  up  his  mind  on  the  instant  whether  or  not 
the  caller  can  see  the  executive.  If  immediate  ac- 


APPENDIX  307 

tion  is  called  for,  quickness  certainly  is  essential  in 
the  successful  handling  of  the  matter. 

Quickness  in  thinking  is  usually  born  in  the 
possessor  of  it.  The  secretary  who  realizes  his  in- 
ability to  think  as  quickly  as  he  would  like  can 
improve  himself  by  various  practices.  He  can  have 
a  friend  rapidly  fire  all  sorts  of  questions  at  him, 
if  he  desires  to  gain  a  greater  facility  in  speech  and 
in  thinking.  Or  he  can  practise  on  mental  arith- 
metic. Under  such  constant  urging,  the  brain  can 
be  trained  to  some  extent  to  act  more  quickly. 

The  secretary  must  have  a  facility  or  readiness  of 
speech  so  that  he  can,  for  example,  answer  quickly 
any  questions  that  the  chief  may  put  to  him  in  re- 
gard to  his  opinion  or  in  regard  to  things  that  have 
happened  in  the  office  which  the  executive  must 
know  immediately.  The  secretary  should  be  able 
to  give  him  the  information  quickly. 

Alerl^ne.ss  combines  the  quality  of  quickness  with 
that  of  watchfulness.  It  means  that  the  secretary 
must  be  watchful  of  the  interests  of  his  employer. 
He  must  be  alert  to  prevent  being  imposed  upon  or 
taken  advantage  of,  for  big  executives  are  usually 
made  the  object  of  all  sorts  of  schemes  by  impostors 
and  by  the  unscrupulous. 

Adroitness  is  a  characteristic  of  the  good  secre- 
tary. It  means  that  he  should  be  resourceful.  On 
many  occasions  puzzling  and  embarrassing  situa- 


308  APPENDIX 

tions  will  arise,  which,  the  secretary  will  be  at  a 
total  loss  to  handle  unless  he  can  extricate  himself 
and  possibly  his  employer  by  his  own  inventiveness 
and  quick  wits. 

The  three  characteristics  discussed  above  are 
usually  the  result  of  a  keen  mind.  To  keep  the 
mind  keen  the  secretary  should  look  after  his  health 
and  should  be  especially  careful  of  the  amount  of 
sleep  that  he  gets. 

Retentiveness  of  mind 

Retentiveness  of  mind  is  also  necessary  if  the 
secretary  is  to  have  quickness,  alertness,  and  adroit- 
ness. In  making  a  correct  decision  and  in  handling 
a  situation  with  adroitness  and  alertness,  the  secre- 
tary must  be  able  to  call  up  immediately  what  ac- 
tion he  has  taken  in  the  past  on  similar  occasions, 
what  facts  and  what  points  of  knowledge  will  be 
of  aid  in  deciding  this  particular  instance  quickly, 
and  similar  information.  A  general  experience 
then  is  of  aid  to  the  secretary  in  acting  quickly,  but 
experience  is  of  little  value  unless  it  is  remembered 
and  can  be  recalled  to  the  mind  immediately. 

The  employer  will  expect  that  the  secretary  will 
remember  every  important  thing  and  nearly  every 
unimportant  thing  which  concerns  him  or  the  of- 
fice. He  will  rely  upon  the  secretary  to  keep  such 
matters  in  mind  and  will  himself  dismiss  them  from 


APPENDIX  309 

Ms  own  mind.  Hence,  to  the  secretary,  a  photo- 
graphic mind  is  helpful.  Everything  that  goes  on 
in  the  office  must  be  remembered.  Faces  and  names 
must  be  recalled  on  demand.  What  was  done  with 
a  certain  paper,  with  a  certain  letter,  what  a  par- 
ticular caller  wanted,  how  a  letter  was  answered, 
and  so  forth  —  these  are  facts  which  the  secretary 
must  keep  in  mind. 

Concentration 

Concentration  is  the  ability  to  focus  and  direct 
all  mental  (or  physical)  energies  on  the  thing  to  be 
done.  At  the  same  time,  the  word  concentration 
implies  the  arriving  at  the  completion  or  conclu- 
sion —  the  accomplishment.  This  quality  is  closely 
allied  to  that  of  quickness,  for  to  decide  quickly  the 
secretary  must  be  able  to  concentrate  Ms  mind  and 
his  reasoning  faculties  upon  the  question  at  hand. 
A  man  whose  mind  wanders  and  who  is  distracted 
by  every  interruption  will  never  be  able  to  accom- 
plish much  —  at  least  he  will  not  be  able  to  ac- 
complish much  quickly. 

Foresight 

Foresight  is  the  ability  to  foresee.  It  is  provi- 
dent care  —  the  ability  to  look  ahead  and  prepare 
for  things.  The  secretary  must  always  be  pre- 
pared for  events  and  situations  that  may  arise  or 


310  APPENDIX 

are  going  to  arise  in  the  future.  Often  he  is  called 
upon  to  plan,  and  planning  is  nothing  more  than 
looking  ahead.  If  the  employer  has  decided  to  go 
to  Chicago  and  has  told  the  secretary  that  he  is  to 
leave  New  York  at  9  o'clock  on  a  certain  day,  then 
the  secretary  should  exercise  his  foresight  by  pro- 
viding railroad  tickets,  securing  accommodations, 
looking  up  people  whom  the  employer  is  to  meet  in 
Chicago  —  in  all,  preparing  for  the  future.  The 
secretary  should  never  be  taken  by  surprise;  he 
should  always  have  a  course  of  action  already 
mapped  out  to  meet  every  possible  contingency. 
Foresight  is  akin  to  alertness,  for  it  is  a  watchful- 
ness for  the  future  —  it  is  the  deciding  and  acting 
in  the  present  with  an  eye  toward  the  effects  in  the 
future. 

Skill 

The  quality  of  skill  as  applied  in  secretarial 
work  is  the  proficiency  in  performing  all  secretarial 
duties.  It  is  acquired  from  two  things,  knowledge 
and  experience.  The  secretary  must  have  the 
knowledge  of  the  things  which  are  to  be  done  by 
him  and  how  they  are  to  be  done.  At  the  same  time 
knowledge  without  experience  will  not  give  excel- 
lence of  performance.  Experience  is  needed,  and 
in  many  cases  experience  will  take  the  place  of 
knowledge,  for  in  performing  a  certain  secretarial 


APPENDIX  311 

duty  the  secretary  can  act  automatically  by  follow- 
ing out  what  he  has  done  in  the  past  —  what  his 
experience  tells  him  to  do.  The  combination  of 
knowledge  and  experience  is  the  most  valuable. 
Skill  also  implies  dexterity  —  expertness  in  the 
performance  of  mechanical  work. 

PHYSICAL  AND  PERSONAL  QUALITIES 

Agreeable  personality 

An  agreeable  personality  is  somewhat  difficult  to 
define.  It  is  something  that  we  are  impressed  with 
—  that  makes  us  like  the  possessor  —  that  attracts 
us  to  him.  It  is  a  magnetic  power  which  draws  us 
toward  him.  It  constitutes  his  distinction. 

People  whom  we  like  we  strive  to  help.  Hence 
if  the  secretary's  personality  is  such  that  it  makes 
a  good  impression  upon  callers  and  others  whom 
the  secretary  will  meet,  the  secretary  will  thereby 
be  benefited,  for  he  will  get  them  on  his  side. 

Cheerfulness  is  contagious.  Anger  and  impa- 
tience are  powerless  when  met  with  good  humor. 
The  ingratiating  power  of  a  pleasant  manner  can- 
not be  overestimated.  In  many  cases  will  abuse 
and  impatience  be  shamed  into  apology  because  of 
the  amiable  and  pleasant  disposition  of  the  secre- 
tary. Callers  will  leave  the  office  with  a  good  im- 
pression —  an  impression  which  bas  been  made  by 


312  APPENDIX 

the  personality  of  the  secretary.  The  secretary 
should  constantly  try  to  make  a  good  impression  on 
his  employer  and  on  others  with  whom  he  conies  in 
contact.  An  easy  way  to  make  a  good  impression 
is  by  an  agreeable  personality. 

An  agreeable  personality  can  be  developed,  but  it 
means  practice  every  day  until  it  becomes  a  habit. 
The  secretary  must  strive  to  have  always  a  pleasing 
manner.  Good  health  is  a  factor  in  achieving 
agreeable  personality,  for  a  man  who  is  trou- 
bled with  indigestion  or  is  not  feeling  well  has  a 
rather  difficult  task  to  act  pleasantly  to  other 
people. 

Correct  and  easy  speech 

A  man  is  judged  and  gives  his  first  impression  by 
his  manner  of  talking  and  by  his  personal  appear- 
ance. If  the  secretary's  speech  is  crude,  he  stands 
condemned.  The  importance  of  conversational 
powers  needs  no  argument.  Everybody  acknowl- 
edges it.  The  secretary  who  is  an  easy  and  polished 
conversationalist  or  speaker  is  immediately  marked 
as  being  well  educated  and  cultured.  In  no  better 
way  can  the  secretary  advertise  himself  than  by  his 
speech.  As  a  rule,  he  is  in  constant  contact  with 
people  who  have  received  a  good  education.  To 
these  people  defects  in  speech,  physical  and  gram- 
matical, are  especially  annoying.  Accordingly,  the 


APPENDIX  313 

secretary  should  give  special  attention  to  correct 
speech.  Not  only  should  his  speech  be  correct;  it 
should  be  polished.  This  means  that  he  must  have 
at  his  command  a  well-stocked  vocabulary  and  an 
ability  to  speak  fluently.  As  a  matter  of  fact,  ease 
in  speaking  is  usually  secured  through  a  command 
of  a  large  number  of  words  from  which  the  speaker 
can  choose  quickly  just  the  word  that  will  express 
his  meaning.  He  should  not  be  compelled  to  grope 
and  fumble  for  his  words,  nor  should  he  stumble  or 
hesitate  over  what  he  is  saying.  His  speech  should 
be  natural,  easy,  free,  and  unaffected.  There  is  no 
need  of  showing  his  authority  and  position  by  the 
use  of  a  gruff  and  aggressive  tone. 

The  secretary  should  adapt  the  tone  and  style  of 
his  conversation,  of  course,  to  his  listener.  If  he 
is  conversing  with  the  caller  who  is  waiting  to  see 
the  employer,  he  should  select  subjects  that  are  of 
interest  to  him.  Hence  he  should  be  well  supplied 
with  general  information  so  that  he  can  talk  on 
subjects  of  interest  to  the  different  men  whom  he 
meets.  If  the  secretary  wants  the  other  man  to 
listen,  all  he  needs  to  do  is  to  talk  about  him  or  his 
interests.  Very  seldom  indeed  should  the  secretary 
talk  about  himself.  Easy  speech,  then,  is  aided  by 
gaining  command  of  a  good  store  of  words  and 
facts.  He  should  listen  to  good  talkers  and  observe 
how  they  make  their  remarks. 


314  APPENDIX 

Correct  deportment 

Correct  deportment  means  the  manner  of  deport- 
ing one's  self  especially  with  respect  to  the  courte- 
sies and  duties  of  life.  It  means  correct  behavior 
—  demeanor  —  bearing.  Specifically,  it  means 
that  the  secretary  should  have  a  knowledge  of  the 
customs  and  usages  of  social  and  official  life  and 
should  act  in  accordance  with  them.  He  must  al- 
ways observe  due  courtesy,  respect,  and  etiquette. 
In  the  handling  of  the  mail  for  his  employer  he  will 
find  many  instances  where  he  will  be  called  upon 
to  make  use  of  his  knowledge  of  the  customs  of 
social  and  official  letter-writing.  If  the  secretary 
is  not  very  sure  of  himself  on  points  of  etiquette 
and  deportment,  he  should  read  some  good  book  on 
etiquette.  Such  a  book,  however,  will  not  give  to 
the  secretary  the  fine  touches  and  the  experience 
which  he  can  secure  if  he  will  observe  others.  He 
should  then  make  these  observations  his  own  by 
practice. 

Correct  deportment  means  also  the  attitude  that 
the  secretary  takes.  Because  he  is  in  a  position  of 
trust  for  his  employer,  he  should  not  assume  a  dic- 
tatorial or  aggressive  manner  toward  those  who 
call  upon  his  employer.  "  Important "  men  are 
not  liked.  Condescending  ways  are  harmful.  It 
is  far  better  that  he  should  be  modest  and  unassum- 
ing although  he  does  carry  within  his  hands  a  great 


APPENDIX  315 

deal  of  power  through  his  connections  with  his  em- 
ployer. 

Correct  personal  appearance 

The  expression  "  correct  personal  appearance '? 
is  here  used  in  the  colloquial  sense  which  means 
the  various  points  about  a  person's  outward  appear- 
ance that  strike  the  eye  of  the  caller,  such  as,  for 
instance,  clothing,  style  in  wearing  clothing,  neat- 
ness of  person,  and  so  forth. 

The  secretary  should  know  the  value  of  good 
clothes.  He  should  realize  this  value  because  he 
should  realize  the  value  that  a  first  favorable  im- 
pression has.  A  well-dressed  man  always  demands 
a  certain  amount  of  respect  and  attention.  By 
good  clothes,  however,  is  not  meant  flashy  clothes. 
Here  again  the  secretary  must  rely  upon  his  powers 
of  observation.  He  should  mark  well  the  style  of 
dress  that  is  in  vogue  and  that  is  considered  proper. 
It  does  not  mean  that  he  should  be  adorned  with 
jewelry  or  with  what  are  called  "loud"  clothes. 
His  taste  should  tend  more  toward  the  conservative 
than  toward  the  ultra. 

Cleanliness  and  neatness  of  person  also  come 
under  the  head  of  personal  appearance.  The  sec- 
retary must  realize  that  he  is  under  the  constant 
surveillance  not  only  of  his  employer  but  of  the 
callers  that  come  into  the  office.  If  he  is  careless 


316  APPENDIX 

about  his  person  and  does  not  care  whether  he  has 
a  clean  collar  on  or  whether  he  needs  a  shave,  then 
he  can  rest  assured  that  such  points  are  marked  and 
are  set  against  him.  The  only  reason  in  a  business 
way  why  the  secretary  should  observe  these  two 
qualities  is  because  they  have  business  value  for 
him. 

In  all  matters  of  personal  appearance  the  secre- 
tary must  be  his  own  critic  —  he  must  look  in  his 
mirror.  He  can  be  sure  that  no  one  else,  with  the 
possible  exception  of  a  very  good  friend,  will  criti- 
cize him  to  his  face  in  regard  to  his  personal  ap- 
pearance, but  he  also  can  feel  certain  that  if  criti- 
cism of  his  appearance  is  justified  it  is  usually  given 
behind  his  back  —  where  it  will  hurt  him  most. 
The  secretary  in  this  respect  must  look  out  for  him- 
self. 

Good  health 

Good  health  is  spoken  about  here  because  it  is  a 
business  asset  for  the  secretary.  The  good  secre- 
tary must  be  energetic;  he  must  be  wide  awake. 
He  ought  to  be  the  more  active  of  the  two  —  the 
secretary  and  the  employer.  A  man  who  is  weak 
in  health  is  usually  weak  in  energy.  Unless  the 
secretary  is  in  good  health  he  very  seldom  has  this 
energy,  and  hence  does  not  do  good  work.  More- 
over, radiant  vitality  has  much  to  do  with  a  strong 


APPENDIX  ^  ^  317  IT  * 

and  agreeable  personality.  If  the  secretary  is  con^ 
tinually  falling  ill,  it  means  that  his  employer  has 
to  suffer,  for  he  then  must  do  a  large  amount  of  the 
work  himself. 

For  purely  business  and  financial  reasons,  then, 
the  secretary  must  look  after  his  health.  Passive 
care  of  the  health  —  that  is,  avoidance  of  dissipa- 
tion of  various  kinds  —  is  good,  but  active  care  is 
far  better.  The  secretary  should  take  exercise  of 
some  sort  regularly,  even  though  it  is  only  a  setting- 
up  exercise  every  morning  and  evening  in  his  room. 
Open-air  exercise,  however,  is  best. 

Let  the  secretary  once  realize  that  such  qualities 
as  quickness,  agreeableness,  tact,  initiative,  concen- 
tration, all  depend  largely  on  good  health,  and  then 
he  is  likely  to  strive  to  keep  his  own  good  health. 
The  private  secretary's  position  means  work  and 
very  steady  wrork.  Day  in  and  day  out,  and  usually 
for  three  hundred  and  sixty-five  days  of  the  year,  he 
is  called  upon  to  help  his  employer.  In  order  to 
stand  the  grind  and  the  continual  strain,  the  secre- 
tary must  have  physical  endurance.  With  such 
endurance  he  can  do  better  and  more  work  for  his 
employer.  A  man  who  is  in  bad  health  cannot  de- 
vote his  whole  mind  to  his  work.  Good  health  is 
one  of  the  most  important  of  all  requisites  for  suc- 
cess as  a  private  secretary. 


INDEX 


INDEX 


Accounting  knowledge,    value     Bookkeeping,    value    of,    260, 


of,  261 
Adaptation  in  letter  writing, 

94,  95,  96 

Address  forms,  120-122 
Admittance  of  callers  to  office, 
37-39,  42,  43,  50,  51,  53, 
55,  56 

Alphabetic  filing,  150-157 
"  Annual  Library  Index,"  215 
Appointment  Book,  248,  249 
Appointments,     changing     of, 

247,  248 
importance  of  keeping,  245, 

247 

by  letter,  76,  77,  78 
making  of,   52,   55,   56,   57, 

244 

records  of,  248-251 
timing  of,  246 
by  telephone,  251 
Arbitrary  numeric  filing,   170 
Arrangement,    of   desk    mate- 
rials, 281-284,  289-291 
of  letters,  63,  66,  67 
of  reports,  181-185 
of  writing  matter  in  letters, 

131,  132 
Aurelian,     Roman     Emperor, 

secretaries  of,  4 
"Author's  proofs,"  232 

Baker,  Newton  D.,  10 
Begging  letters,  64 
Bonds,  care  of,  259,  260 


321 


261 

Bribes,  269,  270 
Business  English,  qualities  of, 

96-110 
Business  English  composition, 

90-94 

see  also  Letter  writing 
Business    friendships,    forma- 
tion of,  11,  12 
Business  knowledge,  value  of, 

12,  217 
Business  of  office  callers,  43, 

44 
Business  reports,  arrangement 

of,  181,  185-187 

Cable  letters,  206 
Cable  rates,  206 
Cablegrams,  205,  206 
Callers,  duties  toward,  31-33, 

37,  40-45,  50-55,  57-59 
Card  index  in  filing,  159,  161, 

163-168 
Character    in    letter    writing, 

107,  108 

Chronological  filing,  172 
Clearness  in  letter  writing,  97- 

100 

Clippings,  newspaper,  217,  218 
Club  dues,  260 
Code  systems,  use  of,  201-203, 

205 
College    training,    importance 

of,  13 


322 


INDEX 


Company  secretary,  2,  3 
Concentration,  value  of,  309 
Conciseness  in  letter  writing, 

102,  103 
Confidential  business,  notes  on, 

268 

"  Confidential  "  letters,  63 
Confidential   nature  of  secre- 
tary's  position,   265,   266, 
272 

Conversational  ability,  313 
Conversations  with  office  cal- 
lers, 47-49 
"  Copy,"  preparation  of,  222- 

226 

Corporation  secretary,  2,  3 
Correct    deportment,    impres- 
sion made  by,  314,  315 
Correct     speech,     impression 

made  by,  312,  313 
Correction  of  errors  in  print- 
ing, 234 
Correctness  in  letter  writing, 

103-106 
porrespondence,    see    Letters ; 

Mail ;  Filing  systems 
Cortelyou,  George  Bruce,  10 
Courtesy,   business    value   of, 
40,  41,  43,  44,  53,  56,  274- 
276,  305 

in  letter  writing,  100 
Cross-reference  in  filing,  168 

Daily  routine,  plan  for  secre- 
tary's, 285,  286 

Day  letters,  203,  204 

Day  telegrams,  203 

Delivery  of  printed  matter, 
227 

Demand  for  private  secre- 
taries, 7,  9,  10 

Desk  materials,  arrangement 
of,  281-284,  289-291 

Details,  care  of,  287,  288,  289 


Dewey  decimal  filing,  171,  172 
Diary,    arrangement   of,    251, 

252,  253 

entries  in,  255,  256 
purpose  of,  252 
Dictation,  69,  70,  80,  81 
Discretion,  importance  of,  266, 

267,  268,  296,  297 
Double  office,  uses  of,  58 
Dress,    impression    made    by, 

273,  274,  315 

Education,  importance  of,  12, 

13 

Efliciency  in  the  office,  277 
Employer,  acquaintance  with, 

26-31,  301,  302 
Employers'  business  methods, 

24,  25,  26 
Employer's  desk,  care  of,  281- 

284 

Envelopes,  132-135 
Equipment,  for  alphabetic  fil- 
ing, 154 

for  numeric  filing,  161 
Errors  in  printing,  correction 

of,  233,  234 
Etiquette,  importance  of  good, 

275,  276,  314 

Filing,  by  name,  150-153,  161, 

163 

by  place,  155-157 
by  subject,  153, 154, 163,  168, 

169 
Filing  system,  importance  of, 

145-147 

qualities  of,  147-149 
Filing     systems,     alphabetic, 

150-157 

numeric,  157-161 
types  of,  149,  150 
Follow-up  file,  173 
Foresight,  value  of,  309,  310 


INDEX 


323 


Form  letters,  83,  84 
Formal  letters,  71-76,  139 

Galleys,  printer's,  232,  233 
General  office  routine,  278,  279 
Geographic  filing,  155-157 
Good  health,  value  of,  316,  317 

Hobbies,  cultivation  of,  29,  30 

"  Important "  letters.  63 
"  Industrial  Arts  Index,"  215 
Information,    about    the    em- 
ployer, 26,  27,  29 
book  of  general,  257 
collection  of,  212-216 
"  inside,"  use  of,  271,  272 
Initiative,  value  of,  299 
Inserted   matter   in   printing, 

235 
Inside    information,    use    of, 

271,  272 

Insurance  records,  258 
Introduction,  letters  of,  55,  56 
Investments,  records  of,  259 

Language  in  letter  writing,  94, 

95,  97,  98 
Legislation,   study    of   recent, 

219 
Letter,    appointments   by,    76, 

77,  78 

Letter  forms,  model,  124,  125 
spacing  in,  126,  127 
standardization  of,  112,  113, 

114 

value  of  keeping,  83,  84 
Letterheads,  116-120,  140 
Letter  paper,  114,  116 

official,  138 
Letter  writing,  adaptation  to 

reader  in,  94,  95,  96 
address  forms  in,  120-122 
Importance  of,  8y,  90 


Letter  writing — continued. 

salutation  in,  122-126 

style  in,  108 

viewpoint  in,  93,  94,  95 
Letters,  answering,  68,  69,  78- 
84 

appearance  of,  114,  126,  127 

arrangement  of,  63,  66,  67 

carbon  duplicates  of,  66 

form  closing  of,  127-130 

formal,  71-76 

of  introduction,  55,  56 

opening  of,  64,  65 

records  of,  65,  66,  84-86 
see  also  Filing  systems 

revision   of  employer's,   69, 
71 

style  of,  81-83 

see  also  Official  letters 
Library  catalogue,  use  of,  213 
Loyalty  to  employer,  297,  29§ 

Magazine  articles,  information 

in,  216,  218,  219 
Mail,  records  of  received,  64, 66 
sorting  and  opening,  62,  63 
see  also  Letters 
Make-up,  in  printing,  228 
of  letters,  112,  113,  114 
Manners,  impression  made  by 

secretary's,  41,  43,  44,  274- 

276 
Manuscript,   editing  the,  221, 

222 

Marconigrams,  207 
Mechanical   aids   in   handling 

callers,  57-59 
Memory,  aided  by  diary,  252, 

254,  255 
importance  of  good,  32,  33, 

308,  309 
Mental  qualities  of  secretary, 

299-311 
Model  letterheads,  115, 117, 140 


324 


INDEX 


Model  letters,  83,  84,  124,  125 
Moral   qualities   of   secretary, 

295-299 
Mortgages,  care  of,  260 

Name,  filing  by,  150-153,  161, 
163 

Names,  of  office  callers,  obtain- 
ing, 43,  44 
remembering,  32,  33 

"  New  York  Times  Index,"  218 

Newspaper  clippings,  preserva- 
tion of,  217,  218 

Newspaper  reading,  value  of, 
217 

Night  letters,  204 

Night  telegrams,  203 

Numeric  filing,  157-161 

Office,  system  in  the,  277,  278 
Office  callers,   admittance   of, 

37-39,  42,  43,  50,  51,  53,  55, 

56 

•conversations  with,  47-49 
Office  history,  value  of,  33,  34 
"  Office  proof,"  232 
Office  rules,  279,  280 
Official  letters,  135-142 
Outline  of  report,  175-179 
Outline  form  for  report,  178 


"  Page  proof,"  233 
reading  of,  241-243 

Perpetual   Journal,    value   of, 
256,  257 

Personal  appearance,  value  of 
good,  315,  316 

Personal   expenses,   record  of, 
261 

Personal    intimacy    with    em- 
ployer, 29,  30,  31,  301 


"  Personal "  letters,  63 
Personality,  value  of  agreea- 
ble, 311,  312 
Political  secretary.  2 
"  Poole's  Index,"  215 
"  Postal     Information,"    pam- 
phlet, 219 

Pr6cis,  making  of,  84,  85,  86 
Printer's  galleys,  232,  233 
Printing,  correction  of  errors 

in,  233,  234 
essential  qualities  in  good, 

227 

insertions  in,  235 
prices  in,  229 

selection  of  make-up  in,  228 
service  in,  227,  228 
supervision  of,  220,  221 
Private  ledger,  keeing  of,  261- 

264 

"Private"  letters,  63 
Private    secretaries,     demand 

for,  7,  9, 10 
Private  secretary,  daily  routine 

of,  285,  286 

discretion  in,  266,  267,  268 
duties  of,  4,  5 
manners  of,  274-276 
qualifications  of,  5,  6,  7,  293- 

295 

responsibilities  of,  277,  278 
special  knowledge  of,  12,  13, 

14 

Proof  marks,  237-240 
Proof  reading,  233-235,  241 

importance  of,  229-231 
Proofs,  232,  233 
Public  institution  secretary,  2 
Public  library,  use  of,  212,  213 
"  Pulled  "  proof,  232 

Qualifications  of  secretary,  5, 
6,  7,  293-295 


INDEX 


325 


Queries    in    printer's    proofs, 

235,  241 

Questions,  meeting,  268,  269 
Quickness,  value  of,  306-308 

"  Readers'  guide  to  Periodical 

Literature,"  214,  215 
Reasoning    power,    value    of, 

305,  306 
Recommendations   in   reports, 

182,  184 
Records,  of  appointments,  248- 

251 

of  insurance  policies,  258 
of  investments,  259 
of  personal  expenses,  261 
of  telephone  messages,  195, 

196 
Reference  books,  use  of,  214- 

216 

Relationship  between  employer 
and  secretary,  29,  30,  31, 
293,  294,  301 
Report  forms,  183 
Report  outlines,  importance  of, 

175-177 

Reporters,  54,  55 
Reports,  arrangement  of,  181- 

185 

essentials  of,  185-187 
purpose  of,  179,  180 
various  kinds  of,  180,  181 
Research  work,  214-216 
Retentiveness  of  mind,  value 

of,  308 

Rules,  in  the  office,  277,  278,  279 
for  the  secretary,  286,  287 

Salutation  forms,  122-126 
Secretaries,  classification  of,  2, 

3,4 
Secretary  defined,  1 


Self-abnegation  in  secretaries, 

298,  299 
Service  in  printing  houses,  227, 

228 

Skill,  value  of,  310,  311 
"  Social  Register,"  219 
Social  secretary,  3 
Spacing  in  letter  forms,  126, 

127 
Standardization       of       letter 

forms,  112-114 

*'  Statesman's  Year  Book,"  219 
Stenographers  as  private  secre- 
taries, 6,  7,  8 
Stenography,  value  of,  8,  9,  14, 

15 
Stock    certificates,   listing   of, 

259 

Straight  numeric  filing,  170 
Style,  in  letter  writing,  108- 

110 
in  printing,  selection  of,  228, 

229 
Subject,  filing  by,  153,  154,  163, 

168,  169 
System  in  the  office,  277 

Tact,  in  managing  office  call- 
ers, 40,  41,  43,  44,  53,  56, 
305 

value  of,  304 
Taxes,  260 

Telegram  rates,  203,  204 
Telegrams,  67,  68 
carbon  duplicates  of,  205 
classification  of,  203,  204 
writing  of,  197-200 
Telegraphic  money  order,  204 
Telephone,    appointments    by, 

251 

use  of,  190-192 

Telephone  calls,  handling  of, 
194-196 


326 


INDEX 


Telephone  messages,  189,  190 
Telephone  records,  195,  196 
Third  person  notes,  71-70 
Time  for  appointments,  240 
Titles   in  official  letters,   142, 

143 

Topical    arrangement    in    re- 
ports, 182 
Trade  magazine  reading,  218, 

219 

Trustworthiness  in  secretaries, 
265,  260,  295-298 


Truthfulness,  value  of,  298 
'Typewriting,  14,  15 
Typographical   errors,   correc- 
tion of,  234,  235 

"  United     States    Catalogue," 
215 

Week-end  letters,  206 

"  Who's  Who,"  219 

Wireless    telegraphy,    use    of, 

207 
"  World's  Almanac,"  219 


. 


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